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Verbally
E-mail
Telephone
Face to face meetings
Skype
Snail mail
Text message

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Verbally
Telephone
Email
Skype
Video Conference
Face to Face Meetings
Postal Letter
Online interactive software
Messenger/WhatsApp
Text Message

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Face to Face
over the phone
e-mail
advertising sites
social media
letters

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Successful
Motivated
Inspired or inspiring
Keen
Knowledgable
Good at communication
Aiming for a common goal
Working well together
Able
Clear vision/mission

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Good Team Spirit
Want to work for each other
Common Goal
Defined Goals
Motivated
A will to Win (in context)
Good communication between the leader and team members.
Trust between team members.
Taking responsibility for there own actions.
Each team member carries there own weight of the overall expectations.
Team members diffuse conflict between each other.
Make decisions in natural agreement.

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Share common visions & goals
People who challenge each other
People who can be held accountable
People who feel free to express there truthful opinion.
People who are clear on how to work together and delegate tasks so they are completed to the highest standard.
People who are looking for the same outcome.

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Hersey and Blanchard Situational Leadership 1969 

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Hersey and Blanchard Situational Leadership 1969 

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Hersey-Blanchard Situational Leadership Theory

draws major views from contingency thinking. As the name implies, leadership depends upon each individual situation, and no single leadership style can be considered the best. For Hershey and Blanchard, tasks are different and each type of task requires a different leadership style. A good leader will be able to adapt her or his leadership to the goals or objectives to be accomplished. Goal setting, capacity to assume responsibility, education, and experience are main factors that make a leader successful. Not only is the leadership style important for a successful leader-led situation but the ability or maturity of those being led is a critical factor, as well. Leadership techniques fall out of the leader pairing her or his leadership style to the maturity level of the group.

Advantages
The simplicity of the theory makes it easy to apply.
The theory has simple scales that a leader can use to give a "thumb in the wind" assessment of what leadership style to use.
Maturity and competence of the group are often overlooked factors in good leadership and it helps to focus on these.
Disadvantages
The theory may not be applicable to managers as administrators or those with limited power but in structurally in a leadership position.
There are situations in which the theory may be less applicable such as those involving time constraints and task complexity.
Testing of the theory doesn't seem to bear out the predictions

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Tannenbaum & Schmidt Leadership Continuum (1958)

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Tannenbaum & Schmidt Leadership Continuum (1958)

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Robert Tannenbaum and Warren H Schmidt set out a range of leadership behaviours.  They set out seven distinct stages on a continuum, which vary from telling team members their decision, through selling their idea and consulting on the problem, to handing over decision-making.

The Seven Leadership Behaviours

1. Manager makes the decision and announces it
This is a purely authoritarian style of leadership, with no consideration given to other points of view. Most appropriate in a crisis, the manager sets clear instructions and expectations.

2. Manager ‘sells’ their decision
The manager takes  the role of decision-maker but advocates their decision, appealing to  benefits to the group. Valuable when you need the group’s support.

3. Manager presents their decision and invites questions
The manager is still in control, but allows the group to explore the ideas to better understand the decision. The manager answers to their team, without committing to honour their opinions.

4. Manager presents a tentative decision, subject to change
Now the group’s opinions can count. The manager identifies and resolves the problem, but consults their team before making their own decision.

5. Manager presents the problem, gets suggestions and then makes a decision
Still the manager retains ultimate decision-making authority. But now, they share responsibility for finding the solution with the group, who can influence the final decision.

6. Manager defines the limits within which the group makes the decision
Now decision-making sits with the team. The manager defines the problem and sets boundaries within which the group can operate, which may constrain the final decision.

7. Manager allows group to make decision, subject to organisational constraints
The group has as much freedom as the manager is able to grant them. The manager may help the group and again, commits to respect the decision the group arrives at.

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In 1939, a group of researchers led by psychologist Kurt Lewin set out to identify different styles of leadership. While further research has identified more distinct types of leadership, this early study was very influential and established three major leadership styles.
1. autocratic leaders, provide clear expectations for what needs to be done when it should be done, and how it should be done.
2. The study found that participative leadership, also known as democratic leadership, is typically the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members.
3. Researchers found that children under delegative leadership, also known as laissez-faire leadership were the least productive of all three groups. The children in this group also made more demands on the leader, showed little cooperation, and were unable to work independently