The Hersey and Blanchard’s Situational Leadership Model Revisited: Its Role in Sustainable Organizational Development

Ana Del Pino-Marchito (), Agustín Galán-García and María de los Ángeles Plaza-Mejía ()
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Ana Del Pino-Marchito: Grupo Abastare, 41927 Sevilla, Spain
Agustín Galán-García: Faculty of Labor Sciences, University of Huelva, 21004 Huelva, Spain
María de los Ángeles Plaza-Mejía: Business Management and Marketing Department, Faculty of Business Sciences and Tourism, University of Huelva, 21002 Huelva, Spain

World, 2025, vol. 6, issue 2, 1-28

Abstract: Given the increasing complexity of leadership roles in global, sustainability-driven organizations, this study examines whether Hersey and Blanchard’s Situational Leadership Model (SLM) provides a sufficiently comprehensive framework for contemporary leadership demands or requires theoretical and practical modifications. Can SLM, originally designed for adaptability in leader–follower dynamics, effectively integrate sustainability principles such as Environmental, Social, and Governance (ESG) factors; corporate social responsibility (CSR); and ethical governance? How can leadership models evolve to balance immediate responsiveness with long-term resilience and sustainability-driven decision-making? This research systematically evaluates the synthesis of empirical evidence on the application of the SLM across diverse organizational contexts while exploring its alignment with sustainability-focused leadership approaches. The study further investigates the role of Servant Leadership as a conceptual bridge between SLM and sustainability principles, emphasizing its ethical foundation, stakeholder-oriented approach, and long-term commitment to workforce well-being. Findings suggest that while SLM remains a relevant and adaptable framework, it exhibits a deficiency in explicitly addressing the sustainability dimension. However, integrating Servant Leadership’s emphasis on ethical governance and organizational resilience into SLM could enhance its applicability to sustainability-driven leadership models. By addressing these gaps, this study contributes to contemporary leadership theory by proposing an evolved SLM framework that incorporates sustainability-focused leadership competencies. Future research should focus on refining SLM to ensure its alignment with the ethical and environmental imperatives of modern organizations, equipping leaders to navigate the complexities of sustainable corporate governance while maintaining situational adaptability.

Keywords: Situational Leadership Model (SLM); sustainability-driven leadership; servant leadership; ethical governance; Environmental, Social, and Governance (ESG); corporate social responsibility (CSR); leadership adaptability; organizational resilience; stakeholder engagement; sustainable corporate governance (search for similar items in EconPapers)
JEL-codes: G15 G17 G18 L21 L22 L25 L26 Q42 Q43 Q47 Q48 R51 R52 R58 (search for similar items in EconPapers)
Date: 2025
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