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Given the increasing complexity of leadership roles in global, sustainabilitydriven organizations, this study examines whether Hersey and Blanchard’s Situational Leadership Model (SLM) provides a sufficiently comprehensive framework for contemporary leadership demands or requires theoretical and pra...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2025 |
| País: | España |
| Institución: | Universidad de Huelva (UHU) |
| Repositorio: | Arias Montano. Repositorio Institucional de la Universidad de Huelva |
| Idioma: | inglés |
| OAI Identifier: | oai:ariasmontano.uhu.es:10272/25521 |
| Acceso en línea: | https://hdl.handle.net/10272/25521 |
| Access Level: | acceso abierto |
| Palabra clave: | Situational Leadership Model (SLM) Sustainability-driven leadership Servant leadership Ethical governance Environmental, Social, and Governance (ESG) Corporate social responsibility (CSR) Leadership adaptability Organizational resilience Stakeholder engagement Sustainable corporate governance 6114.12 Liderazgo 5311 Organización y Dirección de Empresas |
| Sumario: | Given the increasing complexity of leadership roles in global, sustainabilitydriven organizations, this study examines whether Hersey and Blanchard’s Situational Leadership Model (SLM) provides a sufficiently comprehensive framework for contemporary leadership demands or requires theoretical and practical modifications. Can SLM, originally designed for adaptability in leader–follower dynamics, effectively integrate sustainability principles such as Environmental, Social, and Governance (ESG) factors; corporate social responsibility (CSR); and ethical governance? How can leadership models evolve to balance immediate responsiveness with long-term resilience and sustainabilitydriven decision-making? This research systematically evaluates the synthesis of empirical evidence on the application of the SLM across diverse organizational contexts while exploring its alignment with sustainability-focused leadership approaches. The study further investigates the role of Servant Leadership as a conceptual bridge between SLM and sustainability principles, emphasizing its ethical foundation, stakeholder-oriented approach, and long-term commitment to workforce well-being. Findings suggest that while SLM remains a relevant and adaptable framework, it exhibits a deficiency in explicitly addressing the sustainability dimension. However, integrating Servant Leadership’s emphasis on ethical governance and organizational resilience into SLM could enhance its applicability to sustainability-driven leadership models. By addressing these gaps, this study contributes to contemporary leadership theory by proposing an evolved SLM framework that incorporates sustainability-focused leadership competencies. Future research should focus on refining SLM to ensure its alignment with the ethical and environmental imperatives of modern organizations, equipping leaders to navigate the complexities of sustainable corporate governance while maintaining situational adaptability. |
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