In any organization, leadership plays a crucial role in its success, especially when considering quality management. This is very critical with today's emerging challenges, be it economic hardship, increased competitiveness or otherwise. Interestingly, higher quality of products and services is a determining factor for the survival of many companies, especially in the healthcare sector. This explains the growing interest among leaders and administrators in paying more attention to quality management; some even use overall leadership to directly manage quality initiatives. Development of a situational leadership model in residential aged care This study clearly shows the effect of adopting situational leadership on service quality within residential care centres. As is commonly seen, senior living centers are public places for the private life of a group of elderly people. The process contains many restrictions on residents' activities and places a lot of strain on staff; this includes both high responsibility and sensitivity in their work. In this study, a special situational leadership model was constructed mainly to help leaders effectively impact their followers. The building process included reviewing the evidence, identifying key concepts, connecting different concepts, and building the model. The main objective is to develop a cultural change among employees and residents in order to transform an institution governed by restrictions into a vibrant community composed of elderly residents and the people who care for them. The key concepts are: shared vision, competence, commitment and situation. Simply, the main idea is to empower employees and residents with the ability to decipher the middle of the card and further connect it to the outside world. In short, complexity theory focuses on key leaders who are frontline workers. Interestingly, they are the ones who hold the key information and they are the ones who directly implement quality initiatives. It is also empirical that successful leadership is prepared for emerging changes by adopting multiple theories and using appropriate ones when necessary. Works Cited Lynch, B. M., McCormack, B., & McCance, T. (2001). Development of a situational leadership model in residential aged care. Journal of Nursing Management, 19(8), 1058-1069.McAlearny, A.S. (2008). Using leadership development programs to improve quality and efficiency in healthcare. Journal of Healthcare Management, 53(5), 319-331.Weberg, D. (2012). Leadership in complexity: a healthcare imperative. Nursing Forum, 47(4), 268-277.