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Situational Leading

Leading yourself and your employees

  • Learn about the model of situational leading and how to utilise it
  • Understand the pros and cons of your prefered style of leadership
  • Realise your own success-barriers and those of your employees

Content and Topics

  • Assess the individual maturity level of each employee. Each of your employees contributes a different degree of work maturity. Indicators of these maturity levels are competence and commitment
  • Discuss possible behaviours of executives
  • Which kind of leadership is yours: dictate, convince, counsel or delegate
  • Determine an appropriate style of leadership. The higher the maturity level, the less you direct and the more you delegate
  • Execute your style of leadership. How to coach and control employees with a lower maturity, and grant more independence to employees with higher maturity
  • Recognize your own personality and realize the impact of your personal style of leadership
  • Individually lead different types of employees
  • Challenges in leading employees (Working with real life cases)


  • Interactive lecture
  • Topic related impulses
  • Moderated groupdiscussions 
  • Partner and group exercises
  • Individual quality work on self-concept and self-reflection
  • Action-oriented, practical leadership experiences
  • Evaluation/ Reflection
  • Transferworkshops ensure sustainability for professional practice

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“The concept of “situational leading” from Paul Hersey and Ken Blanchard is based on the assumption that every employee needs to be managed differently, depending on their maturity level, to unlock the whole potential of the company. The executive does not dictate one style of leadership, but rather adapts it, within the confines of one’s own personality, to fit the needs of the employee. The maturity level of an employee is defined by a combination of willingness and competence. The varying levels span from low to very high and amount to four characteristic forms.”

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