Situational Leadership Makes Followership a Shared Responsibility

Workplace relationships often ask leaders to own team performance while leaving followers out of the conversation about how that performance takes shape. The Situational Leadership® Model offers a more reciprocal approach: leaders adjust their support to a person’s needs, and followers speak up about what will help them succeed.

Reciprocity starts with shared expectations

Traditional hierarchies and command-and-control norms have made the leader-follower relationship uneven. That dynamic has begun to shift as leaders take more responsibility for team results and employee development. The next step, as we see it, is for both sides to treat the employment relationship as an ongoing commitment.

That commitment begins during hiring. Leaders describe the organization’s culture and opportunities for growth; candidates describe the contributions and quality of work they expect to bring. Both parties set expectations for a productive working relationship. Neither side should assume the other will carry the whole burden of keeping it on track.

When either party disengages or abandons those expectations, the relationship suffers. Leaders and followers can instead raise concerns, clarify what they need and work together to improve performance.

A flexible model for both sides

Situational Leadership is built around a follower’s Performance Readiness® Level, which reflects their ability and willingness to do a specific task. Leaders adapt their approach to that level. Followers can help by explaining their needs and agreeing with their leader on the support that fits.

The model outlines four pairings:

The framework makes followership an active part of the process. Someone who needs close direction on a new task may later work confidently with little input. As that changes, the follower can tell their leader what’s working, where they’re stuck and what kind of guidance would help. The leader, in turn, can adjust.

What each side contributes

Leaders need to understand where each person is in their development and respond with an appropriate mix of direction and support. Regular one-to-ones and check-ins give employees room to raise questions and concerns. As people gain skill and confidence, leaders can hand them more meaningful work and responsibility. Leaders also set the tone by being candid about expectations, explaining decisions and asking for feedback.

Followers have work to do as well. They can seek feedback, ask for challenging assignments and take responsibility for how their actions affect the team. Sharing ideas and speaking up in meetings helps shape the relationship instead of leaving the leader to define it alone.

That said, reciprocity doesn’t mean both people contribute the same thing at every moment. A new or difficult assignment may call for more direction from the leader; an experienced employee may need room to make decisions. The useful measure is whether both sides communicate and adjust as the work changes.

Shared ownership improves the working relationship

Leaders and followers are partners in performance, even when their responsibilities differ. A shared framework gives them a way to discuss those responsibilities, build trust and address problems before frustration hardens into disengagement.

For organizations, mutual accountability can help teams move beyond rigid power dynamics. For individuals, taking an active role in the relationship can build confidence, satisfaction and progress toward shared goals. The practical takeaway is simple: leaders should adapt their style, and followers should make their needs and ambitions visible.