Theories in Action: Week 4 at Lincolnshire

This past Tuesday I was able to participate in Lincolnshire Management’s formal monthly meeting. The meeting was comprised of all employees, from interns and associates, to the CEO and CFO. It was during this meeting that I began to reflect on the different styles of leadership that I had seen at Lincolnshire thus far, and decided that the situational model of leadership was the most prevalent and effective theory in the office. Situational leadership suggests that there is no single style of leadership is most effective, rather it is dependent on the situation at hand. Therefore, one must undertake leadership strategies that are adaptable to different environments, groups, and interpersonal relationships.

I was able to see situational leadership in action during the monthly meeting at Lincolnshire, which was led by our CEO. He specifically chose not to sit at the head of the table, but rather sat in the middle in order to appear on an equal level with his employees. The CEO directed the meeting quickly, and efficiently, making sure to give everyone a chance to speak. He was powerful, informative, and direct in his speech, yet also knew when to take a step back and laugh at a colleagues joke. Further, the CEO was able to cooly and confidently answer all questions, and kept the meeting moving in a formal manner when it began to stall. I  was astounded by his understanding of the office dynamic, and interpersonal relationships, even between me and the other interns. Subsequently, by comparing this large and formal gathering of all employees, with other small meetings that I have had with the CEO, I was able to conclude that he skillfully changes his tone, demeanor, and leadership style based on his present company and situation. I’ve found that this is an extremely effective and motivating way to  lead, as it allows you to create a positive and productive work environment.