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An effective leadership requires a combination of cognitive, behavioural and personality factors (Kets De Vries, 2002) and it is necessary for him or her to keep learning. It is important to see the relationship between the leadership style of a leader and the context in which they operate. The range of behaviours of a leader is categorised as goal oriented, involving and engaging. The goal oriented leader sets a direction and plays a significant role in directing the followers to achieve the goal. The next two categories, involving and engaging are less leader-centric. “From a study conducted in ten organisations, it is reported that, a leader-centric and directive style is found to be inappropriate in a changing organisation context but are common and dominant in a straight forward context. Many behaviourists stated that the leader can change his style according to the organisational strategy but Fiedler (1964) came up with the contingency theory and disagreed to it. There can be leaders who are task motivated while others are relationship motivated. There is even socio-independent leaders who are neither task nor relationship motivated” (Dulewicz & Higgs, 2005). This implies that the leader should choose the situation that better match his/her leadership style and avoid situation that is against their style.

After a few years, House developed the path goal theory and argues that leader’s behaviour can be adjusted to adapt to contingencies and thus find a suitable style for a particular situation (House, 1999). The basic idea of this theory is to support the subordinates and help them to achieve their own goals as well as the goals of the organisation. “Four kind of leadership styles have been proposed in this theory: Directive, Supportive, Participative, Achievement-Oriented leadership. An effective leader is the one who knows which style is to be adopted and when” (Silverthorne, 2001). Directive leaders tell their subordinates, what is expected from them and give the guidance by enforcing certain rules to fulfil those expectations. Supportive leaders would be friendlier and gives attention to the needs of their subordinates. The participative leaders lead their subordinates by involving them in making decisions and finally the achievement-oriented leaders set high standards and will be confident on their subordinates in achieving these standards. “According to the path goal theory, it depends on the nature of task for the leaders to decide upon which style to adopt and hence according to the requirement, the leader should be task oriented or relationship oriented” (Silverthorne, 2001). If the nature of work is unclear, then the leader should be task oriented by giving proper direction and guidance.

As the knowledge and practice of leadership change with time, many researches mention about the transformation of leadership. Earlier, the businesses tried to keep up with their rivals in the competition but today, the intentions have changed and they try to blast their competitors out. As far as business leaders are concerned, they would be left behind if they don’t accommodate themselves to these changes. “John Ralph, the deputy chairman of a leading Australian management company has expressed his views on transformation in leadership style while speaking about the changing culture of the organisation as, lea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。