Introduction The purpose of this article is to conduct a literature review of Hersey and Blanchard's leadership theory and model. The researcher will provide a brief description of the main points of the situational leadership theory/model. Furthermore, the researcher will highlight the effectiveness of the theory/model in his approach to leadership. Finally, the researcher will discuss the strengths and weaknesses of the theory/model. Main Points of Situational Leadership Model According to Hambleton and Gumpert (1982) Hersey and Blanchard's situational leadership theory is used to help leaders influence the behavior of others to be effective in their interaction with others. Cairns, Hollenback, Preziosi, and Snow (1998) state that the basic assumption of situational leadership theory is the leader's task and relational behaviors are moderated by the level of preparedness of followers. Furthermore, the follower's level of preparation changes the amount of the leader's task, and relational behavior should change to match the follower's level of preparation (Cairns, Hollenback, Preziosi, & Snow, 1998). Hersey and Blanchard's situational theory implies that leaders should use more than one leadership style to be successful leaders. Furthermore, the leadership style used by leaders should be based on the task at hand (McLaurin, 2006). Irgens (1995) identifies 4 quadrants of Hersey and Blanchard's model as democratic, autocratic, laissez-faire and charismatic which represent the four quadrants of leadership styles. Furthermore, Irgens (1995) states that directive and supportive behavior are 2 independent components of a leader's behavior. Directive behavior is defined by Irgens (1995) as a leader who has total control over the decision-making process, det...... middle of paper ......earch.proquest.com.libproxy.edmc.edu / docview/226922119?accountid=34899McLaurin, J. (2006). The role of the situation in the leadership process: A review and application. Academy of Strategic Management Journal, 5, 97-114. Retrieved from http://search. proquest.com.libproxy.edmc.edu/docview/215101905?account-34899Papworth, M., Miline, D., & Boak, G. (2009). An exploratory content analysis of situational leadership. The Journal of Management Development, 28(7), 593-606. Retrieved from http://search.proquest.com.libproxy.edmc.edu/docview/216354663?accountid=34899Pearce, C., Sims, H., Cox, J., & Ball, G. (2003). Transators, transformers and beyond: A multimethod development of a theoretical typology of leadership. The Journal of Management Development, 22(4), 273-307. Retrieved from http://search.proquest.com.libproxy.edmc. edu/docview/216300147?accountid=34899