Abstract:
Purpose: The primary aim of this research is to empirically investigate the situational adaptability of managerial behaviors and their impact on organizational effectiveness through the practical application of Kenneth Blanchard's diagnostic tool. Design/methodology/approach: The objectives are achieved by employing a scenario-based diagnostic questionnaire derived from Kenneth Blanchard's situational leadership model to analyze managerial behaviors and their adaptability in ten selected companies. Findings: The research revealed that the supportive (affiliative) management style dominated among managers, significantly influencing team cohesion and morale, although its effectiveness depended heavily on clear goal-setting and effective feedback mechanisms. Research limitations/implications: The research underscores the need for managerial training to emphasize situational adaptability and the strategic combination of supportive and delegating leadership styles to enhance organizational effectiveness and economic performance. Practical implications: The research provides practical guidelines for enhancing leadership development programs by promoting flexible use of management styles, which can improve employee engagement, decision-making efficiency, and ultimately drive better business performance and competitiveness. Social implications: The research may positively impact society by promoting emotionally intelligent and adaptable leadership, fostering healthier workplace relationships, reducing conflict, and contributing to improved employee well-being and organizational culture. Originality/value: The novelty of the paper lies in its practical application of Blanchard's situational leadership model to real business environments, offering empirical insights into managerial style correlations and adaptability, making it valuable for researchers, HR professionals, and organizational leaders aiming to improve leadership effectiveness.
