The "situational leadership model" was strongly sought after by the business community once it was put forward, and its popularity has continued to this day. In the course of nearly forty years' development, Kenneth blanchard put forward an upgraded version of Situational Leadership II, which makes this management model more suitable for modern enterprises. Once this theory was introduced, it immediately aroused widespread concern of western enterprises. 1975, Paul Hesse founded the American Leadership Research Center and launched a situational leadership training course. In the past 30 years, more than10 million professional managers around the world have been trained in situational leadership courses. This course has become a compulsory course for senior managers of General Electric, Ericsson, Motorola, IBM, Microsoft and General Motors. After this course was introduced to China, we trained some large enterprises, and the effect was good. Everyone thinks that we can really learn some convenient and practical leadership methods.

The situational leadership model divides the growth process of employees in a specific job into four stages: the first stage is R 1 "No Ability, No Willingness and No Anxiety", the second stage is R2 "No Ability, No Willingness and No Confidence", the third stage is R3 "No Ability, No Willingness and No Anxiety" and the fourth stage is R4 "No Ability, Willingness and No Anxiety". Compared with the four different stages of employees, leaders should also adopt four different leadership styles. When employees are in the first stage of R 1, leaders should guide and guide employees by "informing"; When employees are in the second stage R2, leaders should explain their work and convince employees by "selling". When employees are in the third stage R3, leaders should take the way of "participation" to motivate employees and help them solve problems; If the employee reaches the fourth stage R4, the leader should hand over the work to the employee by means of "authorization", and the leader only needs to supervise and inspect the work. Leaders adopt work behavior and relationship behavior. According to the level of work and relationship behavior, four leadership styles are adopted at different stages, namely S 1, S2, S3 and S4. For different stages (readiness) R, adopt corresponding leadership style S. Through behavior research and practice, it is most likely to effectively develop employees and improve team performance. When we use the situational leadership model, the first step is to determine the work, blame or activity that needs to be performed; The second step, leaders (such as employees) evaluate the preparation (stage) of the work; The third step is to choose the appropriate leadership behavior according to the needs of the leader's readiness.