－－Style 1 (Directing) - The leader defines goals and roles, provides specific instructions, and closely supervises. This is appropriate, for example, where an old task is being done in a new way, where the follower doesn't yet have sufficient knowledge or expertise, or perhaps they're new to the area.

This will typically be easier with some Enneagram styles than with others. A manager whose personality type is Nine or a Six, for example, will appreciate this clarity of definition in the beginning (they'll want more freedom over time). A Type Three or an Eight, on the other hand, will assume they know how to do anything; Type Four may want to do it a different way than you're used to! At any rate, taking these predispositions into account will make good results more likely.

－－－Style 2 (Coaching) - The leader still directs, but explains the parameters of the decisions being made and asks the follower for input and reactions.

I recently used this approach with a client with personality type Nine. As the team's human resource consultant, she's tried everything she knows to help this manager--who has years of experience in his area--to be a better listener. But she finds him "kind of going into a fog" lately when he's criticized by their boss. So none of the skills she'd developed through our coaching process were working, and she needed more structure and support from me than usual.

－－－Style 3 (Supporting) - The leader and follower collaborate to determine goals, roles, and actions. The leader then supports (not directs) the employee's efforts toward accomplishing the goals.

Sticking rigidly with one leadership style isn't going to work with all followers and all situations. And generally speaking, the goal is to work with people in such a way that their development level increases. It frees you up to do other things more developmental for you; they gain competence and feel increasingly motivated. The Supporting and Coaching styles of Situational Leadership take more of your time, but the long-term pay-off is high, for both of you.

－－－Style 4 (Delegating) - Once the basic parameters are discussed (see below), the leader turns over to the follower how the task will be accomplished, with a full level of decision-making authority. This is appropriate with tasks where the follower is highly competent and highly motivated--and when they're at this level it's really counter-productive to treat them any other way!

有兴趣的参考：
http://www.breakoutofthebox.com/delegate.htm