Reference no: EM133838285

Question

Use a situational leadership perspective to address the scenario below and explain the chosen perspective and reasons for choosing it: The local hospital trust is looking to extend its board with non-executive directors from business and finance backgrounds. Susan is invited to become a non-executive director by the chair, who is a client of the bank. Susan is enthusiastic about bringing her financial expertise into this context, and the bank is happy to support this as part of its CSR (Corporate Social Responsibility) work. In addition, as a daughter of ageing parents and with friends who have experienced serious health scares, Susan knows the value of accessible healthcare. Before confirming her decision to join the board, Susan is invited to attend a board meeting as an observer. At that meeting, the hospital chief executive presents a proposal to close three community hospitals managed by the trust, centralising services on the main hospital site. She argues that this is a better use of limited financial resources than the current model of provision through the community hospitals and that it will allow the trust to sell the sites of the community hospitals and to invest the capital into the modernisation of the centralised services. The trust's financial director confirms the potential for capital investment and revenue savings and circulates figures to the board.