Lessons from Hoosiers, the classic sports movie
By Al Ferreira
Situational leadership is a model developed by Paul Hersey and Ken Blanchard that suggests there is no best way to lead. Instead, effective leaders adapt their style based on team members’ readiness (competence and commitment) for a given task.
Early in my career, I had the opportunity to learn the ins and outs from some great mentors, and also through supervision training. Prior to my leadership education, I was inclined to treat everyone alike. I wanted to be liked and to be perceived as being fair.
I once found myself thinking, “Why can’t they all be like Summer? She is fantastic.” Of course, Summer was a self-motivated overachiever who needed little direct supervision and thrived when I acknowledged her hard work. I thanked her for being the first to volunteer or for tackling a task I believed was above and beyond her job expectations. But not every team member functioned like Summer.
What I quickly learned was that every employee is an individual, and each has specific needs concerning the leadership style that serves as motivation.
The Four Quadrants Of Situational Leadership
The four-quadrant model is the core of situational leadership and dictates the circumstances under which leadership styles should adjust based on employees’ readiness level. The model works as follows:
1. Directing (Telling)—High Directive, Low Supportive
- Best for: Team members with low competence but high commitment (new or inexperienced individuals who are eager but lack skills).
- Leader’s Role: Provides clear instructions, closely monitors performance, and makes decisions with little input from the follower.
- Example: A first-time camp counselor who is enthusiastic but unsure how to manage a group of campers. He or she needs structured guidance on schedules, safety procedures, and expectations.
2. Coaching (Selling)—High Directive, High Supportive
- Best for: Team members with some competence but variable commitment (learning the skills but needing motivation or confidence).
- Leader’s Role: Provides direction but also encourages input, explains decisions, and supports emotional needs.
- Example: A returning camp counselor who knows the basics but struggles with handling conflict among campers. The leader offers encouragement and additional training while still guiding decisions.
3. Supporting (Participating)—Low Directive, High Supportive
- Best for: Team members with high competence but low or inconsistent commitment (skilled but may lack confidence or motivation).
- Leader’s Role: Focuses on encouragement and involvement rather than strict direction. The team member is given autonomy but receives emotional support and problem-solving help when needed.
- Example: A seasoned camp counselor who is fully capable but feels burnt out. The leader checks in, provides motivation, and reminds the person of the impact on campers.
4. Delegating—Low Directive, Low Supportive
- Best for: Team members with high competence and high commitment (experienced and self-motivated).
- Leader’s Role: Provides minimal oversight, trusts the individual to take ownership, and only steps in when necessary.
- Example: A senior staff member who has successfully run activities for years. He or she is trusted to lead independently, make decisions, and mentor younger staff.
Case Study: Hoosiers
Leaders must understand the power of situational supervision, which means adjusting leadership styles based on the needs of a team. And what better way to explore this concept than through the lens of the classic basketball film, Hoosiers. Coach Norman Dale provides a master class in leadership adaptation, showing viewers when to be directive, persuasive, supportive, and delegative. (The following is adapted from a supervisory training that I attended with the YMCA in the early 1990s.)
The essence of leadership is influence. Whether you're leading a team on the court or in the workplace, the goal is to help individuals and groups achieve their objectives effectively. But how do you know which leadership style to use? It depends on the following:
- The situation—What’s the goal, and how can it be achieved?
- External forces—What outside factors are at play?
- Group goals—Does the team fully understand its mission?
- Methods and processes—What strategies are in place?
- The environment—Are circumstances stable or rapidly changing?
In the film, Coach Dale constantly assesses these factors and adapts his leadership accordingly.
The Four Leadership Styles In Hoosiers
Effective supervisors don’t lead the same way all the time. They shift between four leadership styles:
- Directive—"Here’s the job. Here’s your role. Let’s get it done. Now!"
- When Coach Dale arrives, he lays down strict rules. He benches Jimmy Chitwood and enforces disciplined team play. His team lacks direction, so he provides it.
- Persuasive—"We’ve got the talent. We’ve got the plan. Are you ready? Okay, let’s do it!"
- Once the team starts buying in, Dale shifts from commanding to persuading, building confidence and trust in his system.
- Supportive—"I’m with you all the way. Lead on!"
- As the team gains confidence, Coach Dale shifts to a supportive role, offering guidance but allowing autonomy.
- Delegative—"This one’s all yours. Keep me informed."
- By the championship game, Coach Dale trusts his team to execute the plan without micromanaging. He even defers to Jimmy for the final shot.
Supervisee Maturity: When To Use Each Style
A leader’s approach should depend on the maturity of the team member. This doesn’t mean an employee’s personal maturity, but rather the following:
- Knowledge and experience
- Skill, talent, and ability
- Attitude and willingness to perform.
For low-maturity employees (or inexperienced players), a directive approach works best. As they develop, move through persuasive, supportive, and finally delegative styles—just as Dale does in Hoosiers.
Intervention And Feedback
Sometimes, a leader needs to intervene. Supervisors often hesitate, but timely action is key:
- Management By Walking Around (MBWA)—Stay engaged with your team.
- Immediate Feedback—Praise or correct on the spot.
- One-Minute Manager Approach—Keep feedback quick, clear, and constructive.
- Praise: "Catch them doing something right. Be specific."
- Correction: "Private. Constructive. Less than 60 seconds."
The RAP Method — Review, Analyze, Plan
When deeper intervention is needed, techniques like the RAP method—Review, Analyze, Plan—help keep conversations positive and future-focused:
- Review (15% of the conversation)—Briefly discuss past performance.
- Analyze (25%)—Assess the present situation.
- Plan (60%)—Focus on future improvement.
This approach ensures the conversation is forward-focused, reducing defensiveness and increasing commitment to change.
Discipline And Gaining Agreement
Discipline requires structure, identification, analysis, and open discussions to encourage buy-in. But discipline is a challenge for many supervisors. A structured approach helps:
- Identify—Define the issue.
- Analyze—Assess the impact and consequences.
- Discuss—Gain agreement on the need for change.
- Document—Record discussions and agreements.
- Follow-Up—Ensure accountability and improvement.
A great leader gains buy-in rather than simply issuing mandates. If resistance arises, return to discussing solutions and emphasizing impact.
Some Additional Thoughts And Applications At Camp
Situational leadership is about adaptation. Like Coach Dale, great leaders assess their teams and adjust their approach accordingly. As Dale’s journey in Hoosiers shows, the best leaders don’t just demand success; they develop it. And when the moment comes, they trust their team to take the shot.
Why This Matters In Camp Leadership
(Note: In examples below, names have been changed to protect the individuals’ privacy.)
At camp, the situational model does the following:
- Ensures that leadership matches the needs of each team member, improving performance and satisfaction.
- Helps leaders develop team members by gradually shifting responsibility as competence grows.
- Prevents micromanagement or neglect, ensuring the right level of support.
- Increases team engagement and morale by making individuals feel valued and understood.
Let’s say you oversee a team of camp counselors with different experience levels. The following are examples of how you can apply the situational leadership model in real scenarios:
Directing (Telling)—New Cabin or Activity Leader
This first scenario involves Toby, who is a first-time camp cabin leader. He is excited but unsure how to lead activities, handle camper behavior, or respond to emergencies.
You may use the following style:
- Give clear, step-by-step instructions on daily responsibilities.
- Provide close supervision during the first days.
- Demonstrate how to manage campers effectively.
- Offer immediate feedback to correct mistakes and reinforce good behavior.
An example action and conversation might be, “Toby, today you’ll lead the nature walk. Here’s the exact route and talking points. I’ll walk with you and step in if needed.”
Coaching (Selling—Developing Counselor
Squints worked at camp the previous summer. He understands the job responsibilities but sometimes struggles with handling difficult campers and enforcing rules.
The right leadership approach for Squints would include the following:
- Continue giving guidance but start involving him in decision-making.
- Encourage self-reflection by asking, “How do you think that situation went?”
- Motivate and support him when he feels discouraged.
For example, “Squints, I noticed you had a tough time with a camper not listening today. What do you think could have worked better? Here are a few strategies to try next time.”
Supporting (Participating—Experienced Counselor Lacking Confidence
Scenario: Battery is a third-year leader and is highly skilled, but this summer, she seems less engaged and hesitant to take initiative.
Your style of participating and supporting Battery would involve the following:
- Provide emotional support and encouragement rather than strict guidance.
- Empower her to make decisions rather than directing her actions.
- Recognize her strengths and show appreciation for her work.
An example of one way to support her is, “Battery, I’ve seen you handle group dynamics really well. Would you be open to mentoring some of the new leaders?”
Delegating—Senior Staff Leader
This scenario involves Scooter Bug, a lead support-staff member who has worked at camp for five summers. He manages activities confidently and even coaches younger staff.
You should use the following leadership approach steps:
- Trust him to take full ownership of his responsibilities.
- Step in only when he seeks guidance or if there’s a major issue.
- Encourage him to develop others on the team.
A possible sample script: “Scooter Bug, I know you have the campfire program handled. If you need anything, let me know, but I trust your plan!”
Why This Works At Camp
In my 43 summers at camp, this method has maximized staff growth during the short season. New leaders get the support they need while experienced staff members are challenged appropriately.
This leads to improvement in the camper experience because well-led leaders create a better atmosphere for campers. The degree of burnout and frustration is mitigated due to team members feeling supported at the right level while increasing motivation and retention.
Great leaders, like Coach Dale, don’t just demand success—they develop it. Are you ready to transform your leadership style?
For over four decades and 43 summers, Al Ferreira has worked as a mission-driven, non-profit professional, serving young leaders in the outdoor educational and residential camp setting. He brings a unique perspective from having recruited, trained, and mentored thousands of teens and young adults on the journey to realizing their leadership potential. He has created progressive leadership-development programs and conducted many organizational-development experiences for youth, teens, college students, volunteer boards, and staff members. He’s also the author of the book, Serving From The Heart.