The Situational Leadership Model and the Jeanne Simmons Case
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The Situational Leadership Model and the Jeanne Simmons Case
Introduction: The Situational Leadership Model
The situational leadership model is based on certain assumptions. One of these assumptions is that there are different levels (or situations) in which a leadership style is played out. In the same way that there are four different levels of readiness on the part of staff or “followers”, there are also four leadership styles. On the whole it is the level that the followers are to be found that is most important element in the equation when a leadership style is seen to be to be the appropriate style and is chosen from among four possible styles. According to this idea leaders can choose to lead in any one of four styles and within that style can operate through directive behavior (strong leadership) or supportive behavior (employee developing leadership). The four levels of “followership” can be listed and annotated as follows:
Low competence / high commitment
Some competence /low commitment
High competence / variable commitment
High competence /high commitment
The essence of the situational leadership idea is that each different “situation” of employee readiness to follow calls for a different type of leadership. For example, if we are talking about a Walmart “associate” training class we might be talking about D1. This would call for a special style of leadership. The combinations are best shown in a graphic that is available online at:
The four leadership styles are named in each of four cells of the diagram. This gives us a good preparation to analyze the Jeanne Lewis story.
Jeanne Lewis at Staples
When Lewis came to Staples she diagnosed a leadership problem in Safeway stores. The level of followership readiness in the organization was probably best described as D2. The stores were underperforming but store managers had been in place a long time. Lewis began by chopping out all the old dead wood. This was the low point in supportive. Lewis wouldnt support managers who were not putting out energy to lead their staffs. At first Lewiss style was directive, but when some middle management executive staff didnt