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nd high initiating structure, low relationship and little consideration behavior (Bratton et al 2007). As mentioned before, this style is almost same as autocratic style, if leaders use this style, they should choose the immature subordinates to motivate them. For example, in the modern organizations, if your employees are mature, they may de-motivate and resulting in a lack of cohesion because leaders always have a strong control of their subordinates.

The second style is selling leadership style which resembles telling style. As figure 3 shows, the features of this leadership style are high task and high relationship behavior. For instance, the leader also makes all the decisions at the end and they will take into subordinates' benefits, which are relative with high task and high relationship. According to Bukisa (2010), the list of leaders provides the roles and tasks for each follower but leader will accept the beneficial ideas and suggestions from employees. The difference between telling style and selling style is communication style, which from one-way to two-way (Money-zine, n.d). In addition, selling style is used for the employee who is unable but willing to do the tasks (Bukisa, 2010). It means the workers may not have the skills to finish their jobs successfully and they want to learn some knowledge from their leader in order to develop their confidence when they do the job next time.

The third type of situational leadership is participating style, in modern organizations; this is a useful style in business, which can develop between employees and their leader (Buzzle, 2010). Participating style is explained as one or more employees in the decision making. However, the leader maintains the final decision making authority (The Performance Juxtaposition Site, 1997). For example, if a manager in a company has a project that needs him to make decision, he would discuss with his team members about the requirements and essential aspects instead of taking direct decision (Buzzle, 2010). In addition, this style is used for employees who are experienced and able to do the task. However, they are lack of confidence to take responsibility (Hersey and Blanchard 1969). According to figure 3, participate style has a high relationship behavior and low task behavior. It shows that it is used for the employee who is able but unwilling or insecure (Bratton et al 2007). It may be able to make the decision better because employees need to communicate with other people and share their ideas. Furthermore, this style also can motivate the workers when they work together, which is similar to team working. As a result, that is why this style is useful in today's business sector.

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The final situational leadership is delegating. This style can be interpreted as free reign, because the employees can make decisions by themselves (The performance Juxtaposition Site, 1997). According to Hersey and Blanchard (1969), the characteristics of delegating style are low concern with relationship behavior and task behavior, as shown in figure 3. In addition, they thought that it is used for mature followers who are able and willing to take on the task. For instance, 'when the leader is working with experienced followers that do not need prompting to take on a new initiative' (Money-zine, n.d). However, this style is rarely used in modern organizations today because if employ