7) Situational leadership

Different situations require different leadership styles (Hersey & Blanchard, 1977) .

Leaders establish followers’ commitment levels and the developmental needs to meet task demands and then they deploy a style (directing, coaching, supporting and delegating) that will make the followers effective.

Leaders have a clear understanding of tasks and what it takes to accomplish the tasks.

8) Fiedler’s contingency leadership

Fiedler (1967) argues that a right leader for the right situation is needed to achieve the desired goals. The leader relies on least preferred co-worker scores to predict his potential success with a given team.

Leader’s effectiveness depends on whether she has a good relationship with her team.

Leader’s effectiveness depends on whether the tasks are highly structured and whether the leader’s position power is high (the leader must have control over the situation).

9) Vroom-Yetton decision process

Leaders should identify the best decision-making style for the situation (in consideration of time constraint, quality of the decision and team commitment) (Vroom & Yetton, 1973; Vroom & Jago, 1988) .

In decision making the leader can be Autocratic (A1), Autocratic (A2), Consultative (C1), Consultative (C2) or Collaborative (G1) towards her team.

The leader either has a clear understanding of the prevailing situation or she has some understanding and she needs the team’s input for better results.

10) Level-five leadership

Collins (2001) argues that organizations grow as leadership grows from highly capable individual to the executive (the level-5-leader).

Leader portrays humility.

A leader has an intense professional will/fierce resolve.

The leader finds the right people and she gives credit where it is due and asks for help.

Leader confronts the brutal facts, she determines the optimal strategic path, encourage a culture of discipline and encourage adoption of critical technology.

11) Adaptive leadership

In a complex and changing world, there are increasing numbers of adaptive as opposed to technical challenges. Adaptive challenges (AC) do not have ready-made solutions. The leader relentlessly helps followers to solve the AC (Heifetz, 1994; Northouse, 2016) .

The leader creates a trusting atmosphere through the holding environment.

Leader regulates distress, maintains disciplined attention, gives the work back to the people and protects leadership voices from below.

Adaptive leader gets on the balcony and identifies adaptive challenges.

12) Charismatic leadership

The leader possesses divinely inspired characteristics with unique power (Weber, 1947; House, 1976; Northouse, 2016) .

The leader is guided by moral values.

The leader is dominant and self-confident.

Charismatic leader is a good role model and communicates high expectations to the followers.

Leader articulates the goals and shows competence.

13) Kouzes and Posner’s leadership challenge

Extraordinary things happen in organizations when leaders carry out five tested leadership practices (Kouzes & Posner, 2012) .

Leaders should model the way, enable others to act and encourage the heart.

Leaders should inspire a shared vision and challenge the process.