If you investigate exactly how leadership behaviours in the top level in an organisation impact the entire enterprise, from a much wider perspective, the chances are you would concentrate on just what the chief executive officer really does. Chances are you’ll examine the actual prevailing leadership styles by doing this and after that try reading in between any lines to see if the desired outcome appeared to be good or bad. In a very complicated organisation the very culture belonging to the business is generally moulded through the actions of the chief executive and we have witnessed quite a few relatively well-known cases as of late, where the final result wasn’t very palatable.

Rather then investigating precisely what the director connected with an organisation does, it is every bit as essential to assess precisely what the director doesn’t do. When a chief executive officer is inactive in response to certain actions or standards this can have a serious consequence. Simply because the highest man or woman within the actual organisation hasn’t secured a particular stance with an issue it could open the floodgates pertaining to behaviours, actions and activities associated with a negative nature.

Sometimes associates from the organisation within a middle management tier interpret the actual behaviour of the CEO somewhat broadly. It’s usually as though they are being offered a free hand to engage in “creative” pursuits. The main executive is not really stepping forward, setting or determining specific guidelines and as a consequence theoretically acquiescing to these “alternative” behaviours.

These types of circumstances can and do occur, specifically when the CEO is to some degree removed from tasks beneath him or her. It could be that an excessive amount of trust is being invested inside any work of the executive team and not necessarily enough focus has been attached to precisely what is happening, everyday. Obviously, absolutely no organisation could exist without having a measure of trust amid senior members of any executive team and also this trust has to pass down the line, so to speak. Nevertheless that doesn’t mean that a keen eye should not be focussed on performance levels and behaviour, with all the right questions being asked at the best time.

When a culture that appears to be akin to turning its back on some things is allowed to foster from the highest level straight down, terrible results will be able to ensue. It’s under no circumstances acceptable for the chief executive to “pass the buck” simply by declaring that it was every bit the responsibility of people in the executive director grade. Still, we’ve heard this particular defence in recent times within high profile cases. It’s important for the CEO to ask difficult questions every now and then in order to determine where the organisation itself is actually going. Through not doing this, this can have a very serious influence on the very culture belonging to the organisation.

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