Steve Reed Tourism Limited is a family-run tourism marketing company with offices in Hampshire in the United Kingdom. The company is currently under the management of Steve Reed and it started its operations in 1999. According to Steve Reed Tourism (2014, par. 8), this company strives to promote different organisations in the public and private sectors including ‘hotels, visitor attractions, shopping centres, transport providers, tourist boards and local authorities’. The company specialises in group travels and it provides services such as group-sales’ training, product development, sales mentorship, group buyer showcases, public relations training, email broadcasting of businesses, group travel site inspections, and representations. The company’s management has adopted a centralised leadership style under which the overall manager makes most of the crucial decisions. Adair (2010) describes this type of leadership as one in which power in terms of decision-making emanates from a central point and spreads to the rest of the players in the organisation through delegations and subordination. Northouse (2012) explains that such a hierarchy of power has its advantages and disadvantages and its success depends mainly on the way the leaders apply their authority within an organisation. Some leaders choose to delegate duties using specialisation as the core determinant of the responsibilities that people get, while others prefer a collaborative format in which employees and managers work together as a team and involve entities outside the organisation in their operations. The leadership style at Steve Reed Tourism is centralised and there is a strong link between leadership style and organisational performance as highlighted in this paper Advantages of centralised leadership One of the advantages of centralised leadership is that it creates a concise chain of command through which delegation of power is possible. The importance of such delegation of power lies mainly in the fact that employees and clients need to understand the roles that people in the organisation play for purposes of identification of the right people to address their concerns. This aspect is especially important in the tourism industry for companies such as Reeds as most companies with similar set-ups depend largely on scheduling clients and ensuring that they receive services at the right time (Cutler 2011). For Steve Reed Tourism Limited, clients know that they can get in touch with the management, which in this case is Steve Reed, but they need to go through the proper channels in order to ensure that they do not overwhelm the management with too many concerns to handle at once. The chain of command and subsequent delegation of powers filters out issues of concern from clients and employees, thus ensuring that they get assistance on trivial matters so that the management pays proper attention to serious issues concerning the company (Grout & Fisher 2007). For instance, issues such as consultation on pricing are trivial in comparison to strategy development for training programs for an entire year, thus requiring delegation of power to individuals such as secretary or the manager’s assistant. The second advantage of centralised leadership is that it creates accountability for individuals working within an