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Principles of Situational Leadership TheoryBy?Casey Reader, eHow Contributor?, last updated August 30, 2014 Situational leadership theory was created by the authors and management experts Paul Hersey and Ken Blanchard in the early 1980s. According to their theory, what is effective management will depend on both the task involved and the maturity level of the people that the individual is managing. Hersey and Blanchard define maturity in a variety of ways, such as the ability to take responsibility for a task. They emphasize there is no single best management style.Other People Are Reading/about_6721035_definition-situational-leadership.htmlDefinition of Situational Leadership/facts_6805417_concept-situational-leadership.htmlThe Concept of Situational LeadershipLeadership StyleBlanchard and Hersey distinguish several styles of leadership that are effective depending on the context in which they are used. Telling involves one-way communication, in which a leader simply provides commands. Selling involves giving commands, but also engaging in conversation justifying decisions. Participating involves actual conversation between managers and employees on what course to take. Delegating involves allowing certain people other than the manager to actually make their own decisions based on judgments.Maturity LevelsHersey and Blanchard have four basic maturity levels in their model, going from M1 to M4. M1 describes employees without any of the basic skills to do a job and lacking the ability to take responsibility. M2 describes employees with some of the basic abilities but lacking the ability to take full responsibility. M3 describes employees with ability and experience, but lacking the self-confidence for full responsibility. M4 describes employees able to take full responsibility./url?ct=abgq=/adsense/support/bin/request.py%3Fcontact%3Dabg_afc%26url%3D/info_8392565_principles-situational-leadership-theory.html%26gl%3DUS%26hl%3Den%26client%3Dca-ehow_300x250%26hideleadgen