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reases the scope of leadership research to include the behaviours of leader and what they do in different situations. The style approach can be easily applied in organizations. It forms like a mirror for managers that help them understand how they perform as a manager. 'The style approach is heuristic in providing a broad conceptual map that is worthwhile to use in attempts to understand the complexities of leadership. Based on this approach, leaders can assess their actions and determine how they could improve their leadership style' (Northouse, 2007). In my view, this approach has not adequately shown how leaders' styles are associated with performance outcome. It has failed to find out a common universal style of leadership that could be effective in almost every situation.

Fiedler's contingency theory is another theory that deals with management. This model is supported by a great deal of empirical research. According to Fiedler's contingency theory there is no best way for managers to lead. The manager should be capable to create different leadership style for different situations. The style which works in one environment may not work in another. Fiedler looked at three elements that decide leader's situational control. These elements are task structure, leader/member relation, Position power. Fiedler's model paved the way for other theories that have no one perfect style of leadership such as Hersey and Blanchards's Situational Leadership. 'Contingency theory, although having several strengths, generally falls short in trying to explain why leaders with certain leadership styles are effective in some situations but not others. It is also criticized that LPC scale validity as it does not correlate well with other standard leadership measures. Contingency theory also fails to adequately explain what should be done about a leader/situation mismatch in the workplace' (Northouse, 2010).  According to my point of view this model is inflexible and ignores a leader's presence. It fails to explain, why individuals with certain leadership styles are more effective in some situations than in others. This model is hard to apply in practice. It requires analysing the leader style and three relatively complex situational variables

According to Blanchard and Hersey, Situational approach is the most widely recognized approach in 70s. This theory is based on Reddin's 3-D management style theory. This theory is used extensively in organizations for training and development. 'To achieve the effective leadership the leader should diagnose the development level of subordinates in a task situation and exhibit the prescribed leadership style that matches that situation' (Northouse, 2007). This theory says that different condition need different kind of leaderships. This theory is very practical and prescriptive; it tells when to do and what to do in difficult conditions. According to my view, there have been only a few research studies conducted to support this theory. Demographic characteristics such as education, age, experience and age are not considered in the situational approach.

There are many distinctions between the concepts of management and leaderships. The managers are administers and leaders are innovates of the organization. The managers can make development to the organization and can decide what development should be done and how to do it. The leader mainly focuses of peoples and their wo本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。