Table 1.

Leadership behavior related to different leadership styles of situational leadership theory according to Hersey et al⁶

Supporting	Coaching
– Is focused on coworkers, invests in relationships – Actively rewards and compliments coworkers – Wants coworkers to excel in their work – Is reluctant to take initiative – Does not lean on hierarchical structures – Is passive and reactive rather than proactive – Creates possibilities for innovation and coworker initiative – Actively coaches coworkers – Simulates collaboration between coworkers	– Actively tries to diminish hierarchical differences between leader and coworkers – Stimulates involvement of coworkers – Invests in commitment of all coworkers – Stimulates entire team to contribute to decision making – Invites coworkers to participate in discussion – Will not recede from conflicts – Invests in two-way communication
Delegating	Directive
– Is not focused on task execution – Is not focused on relation with coworkers – Transfers responsibilities to coworkers – Monitors general procedures – Does not focus on detail – Keeps distant from coworkers – Is reluctant to change – Is not open for ideas of coworkers – Functions as a hatch for facts and figures	– Is dominant with high level of confidence – Is focused on task execution – Is proactive, and controlling – Is goal oriented – Takes initiative, is dynamic and ambitious – Is engaged with the patient – Is cost-conscious

Note: Data from Hersey et al.⁶