agers make the strategic decisions that are supposed to make possible organization-environment co alignment (Klimoski et al 2001). In addition, researchers utilizing such an approach focus on key leadership processes which are inclusive of sense making and sense giving, scanning of the environment, specifying strategic choices, and choosing and implementing appropriate strategies (Klimoski et al 2001). The authors further explain that
             "Some models within the strategic management tradition actually deemphasize the contributions of top executives to organizational effectiveness (Hannan & Freeman, 1977; Pfeffer & Salancik, 1978), arguing that organizational and environmental parameters (such as resource availability, the fit of the organization with its environmental niche, and the strategic predisposition of the organization) primarily account for organizational outcomes. Other theorists have adapted a contingency model (Gupta, 1984, 1988) in which effectiveness is a product of the fit between the organization's strategic orientation and the characteristics of its top managers. Thus, this approach defines strategy as a determinant rather than a consequence of executive selection and action (Klimoski et al 2001)."
             In addition it has been asserted that companies often hire executives that have the capacity to meet the strategies of the organization because it improves the overall performance of the organization (Klimoski et al 2001). This means that in some cases it is apparent that CEO's are given a strategy and expected to carry it out as opposed to actually having to develop a strategy (Klimoski et al 2001). This is just one model of leadership.
             The aforementioned strategy for decision making may be more characteristic of a company that is well established and has had many CEO's over the years, as opposed to a company that is relatively new in which the CEO is also the founder or cofounder of the company. ...