For some time it has been commonplace to claim that Hersey and Blanchard's Situational Leadership Theory (SLT), despite its popularity among practitioners, lacks empirical support (Goodson et al. 1989; Blank et al. 1990; Graeff 1997). This criticism was echoed by several studies addressing various aspects of leadership (see e.g. Avolio et al. 2003; Aldoory & Toth 2004; Derue et al. 2011). Objective analysis shows that as more studies on the subject appear this argument becomes less persuasive-there is certain empirical and theoretical evidence of the validity of the SLT model. The goal of this study is to undertake a comprehensive analysis of both the model itself and its theoretical and empirical criticism, and to provide empirical evidence of the model's validity. The structure of the paper is the following: First we give a concise description of the SLT theory. Second, we analyze empirical findings in regards to the model. Third, we analyze theoretical arguments against SLT. Fourth, we address the issue of external validity of the model and its overlap with other theoretical constructs. Finally we formulate and test hypotheses in regards to empirical validation of discussed theoretical concepts.The Hersey-Blanchard Situational ModelThe initial version of Hersey-Blanchard's normative model stipulated that leadership styles should match the followers' maturity (Hersey & Blanchard, 1977). In their later version maturity was replaced with the more specific term (Hersey et al., 1996, 2013). Since both terms are used in theoretical discussion in the literature, in this paper these two notions are used interchangeably. Readiness includes the willingness and abilities of followers. Four levels of readiness require using four different styles-S1 Telling; S2 Selling; S3 Participating and S4 Delegating. These styles are based on the combination of two dimensions, task orientation and people (relationship) orientation. Followers at the lowest level of readiness, R1, are not willing and not able to perform a task. In this case leaders have to use the S1 Telling style, which involves high task and low people orientation. Its essence is creating a structure, i.e., providing specific and explicit directions on what tasks should be carried out (Hersey et al., 2013, p. 125). Moderate level of readiness, R2, involves high willingness and low abilities. The right style for this level is S2 Selling, which reflects high focus on both task and relationship. Applying this style, leaders use persuasion, explain the rationale of assignments to followers, and show consideration so as to maintain followers' motivation (ibid., p. 126).When employees reach R3, high level of readiness, leaders need to gain followers' participation in decision-making. S3 Participating style involves low level of task focus and high level of people focus (ibid., p. 127). Followers are knowledgeable enough so as to provide valuable input in solving problems, so they do not need much structuring, like in previous cases. The majority of the leader's effort and attention should be directed towards relationships rather than task dimensions. Followers at the highest level of readiness, R4, are experts in their field; they are motivated and capable of doing the job autonomously. The behavior which fits these circumstances is the S4 Delegating style. It includes a low focus on both task and relationship dimensions (ibid., p. 128). A leader delegates authority and responsibility to followers, who make their own decisions.Empirical evidence and criticismHambleton and Gumbert (1982), using the Leader Behavior Analysis (LDA) instrument, found a positive relationship between situational leadership styles and managers' perceptions of followers' performance. They argued that in situations where the SLT model was used appropriately, subordinates' performance was significantly higher (ibid., p. 240). At the same time the authors cautioned against generalization of the results due to the problems with self-assessments of managerial style and with the representativeness of the managers sample. …