Sample Solution

    The managerial/leadership style of a CEO is vital in helping to determine the success and achievement of an organisation’s goals. A good understanding of various leadership models will enable the CEO to choose, adapt and modify their approach based on circumstances. In this essay, the effectiveness of one such model, situational leadership theory (SLT), will be analysed and commented upon with respect to its suitability for use by a CEO.

Situational Leadership Theory (SLT) was developed by Hersey and Blanchard in 1969 as a way to explain how varying degrees of task-behaviour orientation from leaders could motivate employees in different ways depending on their level of ability or commitment. SLT is based on four core concepts: followers need guidance; leaders must adjust strategies; followers improve over time; and leadership styles have consequences for performance. At its essence, SLT states that effective leaders are those who can assess a situation according to two dimensions – follower readiness (or maturity) and leader behaviour – thus dictating what kind of support they should provide their subordinates. This includes providing direction through goal setting, offering supportive relationships with feedback given when necessary, delegating authority if needed or intervening more actively when appropriate. From the perspective of a CEO leading an organisation, this type of approach may be beneficial because it allows them to tailor their leadership style according to individual team members’ needs while simultaneously driving performance levels up across the board due to increased motivation among staff members as they feel supported by their leader. It also enables better communication between all involved parties since everyone has clear expectations about what is expected from them at any given point in time which can ultimately lead to improved decision making within organisations as well as increased efficiency throughout business operations overall. Furthermore, the high degree of flexibility inherent within SLT makes it easy for CEOs who have limited experience or knowledge about other theories such as transactional or transformational leadership models but still need an effective method for managing people effectively. Despite these benefits however there are some potential drawbacks associated with using SLT that CEOs should take into consideration before deciding whether or not this approach would be suitable for them personally and professionally. For instance, although it provides guidelines around how best to act towards certain individuals within teams depending on their abilities/readiness levels there isn’t always scope provided for changing tactics should unexpected results occur so this could limit how adaptive CEOs are able deal with shifting situations accordingly which could then lead too suboptimal outcomes being achieved overall despite all efforts made beforehand. Additionally there is danger in assuming that each person fits into one set category such that just because someone appears low in terms directing doesn't necessarily mean they don't require some form guidance etcetera which means extra care must taken during analysis if accurate judgements are going be made related tasks which then again increases chances errors being made later down line either now self-inflicted ones due blindly following ‘rules’ without properly considering implications therein (e..g misallocating resources). In conclusion therefore whilst Situational Leadership Theory does prove useful tool when attempting manage staff members complex organisations its important recognise both positives negatives applying same rigorously order ensure right mix directive supportive behaviours included maintain effective balance between understanding capabilities developing skillsets similarly having flexible strategy place case changes course needed avoid short-term mistakes long-term detriment thereby enabling organisations reach full potential regardless industry they operate inside out