1.

New-Genre Leadership: The New-Genre leadership style has a number of attributes

included from other leadership types. This leadership style emphases on charismatic leadership behavior, visionary, inspiring, ideological and moral values, as well as transformational leadership behavior such as individualized attention, and intellectual stimulation. Evaluation: The underlying psychological processes, mechanisms, and conditions through which charismatic and transformational leaders motivate followers to higher levels of motivation and performance are still not completely understood and predictable.
2. Complexity Leadership: This style of leadership is defined as leadership is viewed as

an interactive system of dynamic, unpredictable agents that interact with each other in complex feedback networks, which can then produce adaptive outcomes such as knowledge dissemination, learning, innovation, and further adaptation to change. Evaluation: This type of leadership lacks sustentative research in an ever changing work environment.

3. Shared, Collective or Distributed Leadership: The definition of shared leadership that

is stated by Pearce & Conger (2003) is that it is a dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both. This influence process often involves peer, or lateral, influence and at other times involves upward or downward hierarchical influence. Evaluation: The biggest disadvantage of this style of leadership is the lack of agreement with its own definition. Other potential areas that have yet to be explored involve certain boundary conditions, mediators, and moderators that have been recommended as a focus for future research.

4. Leader-Member Exchange (LME) Theory: Like how the Shared Leadership focuses

on groups and teams, LME focuses on the relationship of a leader and a member or

follower. The main principle behind the LME Theory is that leaders develop different exchange relationships with their followers. This further causes the quality of the relationship between the leader and follower to alter the impact on important leader and member outcomes. Evaluation: The theory is being criticized for failing to conceptualize the relationship between the leaders and members. There are not standard measurement to guide this system.

5. Substitute for Leadership Theory: This theory focus on the leadership that can be

substituted. For example, rules that guide a team or group into performing certain activities and achieving the goals may be considered as an invisible leader. The entire team functions according to the standards, norms, time frame set by this invisible leader, which is similar to the duties of any ordinary leader. Evaluation: The five possible conditions linking leader behavior, leadership effectiveness, and other situational variables, which include a leadership main effects model, a substitutes main effect model, an interactive or joint effects model, a mediation model, wherein the substitutes mediate leadership impact versus moderate, and the originally proposed moderated model, should be tested on for check on its practical application. Also more focus should be on the nature of the samples to be included in tests of substitutes for leadership. For instance, one might focus on the cultural background as well as quality of ones followers by sampling professional workers who function in highly independent roles. Finally, to evaluate fairly the substitutes for theory propositions will require more longitudinal research designs. For example, leaders who are more transformational will develop followers over time to take on more leadership roles and responsibilities. The way such leaders structure the context to develop followership. This followership itself may ultimately substitute for the leaders influence.
6. Spirituality and Leadership: This type of leadership is defined by Fry in 2003 as

Comprising the values, attitudes, and behaviors that are necessary to intrinsically motivate ones self and others so that they have a sense of spiritual survival through calling and membership.

Evaluation: Spirituality and religion are sensitive issues. Thus, any concept developed on the same has scope for unwanted trouble in the society.
7. Cognitive Psychology and Leadership: It is defined as a broad range of approaches to

leadership emphasizing how leaders and followers think and process information. Evaluation: This type of leadership can be easily manipulated since it entirely depends on the way the leader and followers think. The way a person perceives and understands always depends upon his/ her cultural background, insight, intellect and so on. Since this differs from person to person, there is a mystery on what the outcome might be. It need not be a positive outcome. Does the reputation of the hospitality industry put people off joining it? The view was that the industry was still perceived to be (and , in some cases, still is) a poor working environment with bad conditions of employment, although the respondents felt that this was changing. This perception should be challenged by organisations making sure that their workplaces were good to work in. How can hospitality leaders influence their industry's reputation? Leaders should lead by example by ensuring that they not only provided fulfilling jobs, but should also go out of their way to promote the industry. They should work with industry bodies and consider entering initiatives such as The Sunday Times '100 Best Companies to Work In' survey. There was also a strong feeling that leaders could work with schools, career advisors and parents to explain the myths and realities of the industry, and to stress its potential benefits such as excellent career development opportunities and the potential to work overseas.

Heavily task oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it; they are intolerant of what they see as dissent (it may just be someone's creativity), so it is difficult for their subordinates to contribute or develop.

These leaders lead by positive example and endeavor to foster a team environment in that all team members can reach their highest potential, both as team members and as people. They normally form and lead some of the most productive teams.

Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members.

The most desirable place for a leader to be along the two axes at most times would be a 9 on task and a 9 on people the Team Leader. However, do not entirely dismiss the other three. Certain situations might call for one of the other three to be used at times. For example, by playing the Impoverished Leader, you allow your team to gain self-reliance. Be an Authoritarian Leader to instill a sense of discipline in an unmotivated worker. By carefully studying the situation and the forces affecting it, you will know at what points along the axes you need to be in order to achieve the desired result.

Functional Leadership Model

In the functional leadership model, one conceives of leadership not as a person but rather as a set of behaviors that help a group perform their task or reach their goal. The model says that the leadership function meets needs in three distinct areas:

Task Team Individual

These three areas are derived from John Adair's Action Centred Leadership or "three circles" model[1], which has been used with some success in the British military. Although it is considered to be too much of an over simplification by many. Leadership behaviors can be divided roughly into three types that meet needs in the above three areas:

Substantive, or behaviors directly relevant to performing the group's task, such as proposing possible solutions or providing important information; Procedural, or behaviors that help direct the group's discussion, such as developing group procedure or testing the degree of agreement among members; and Maintenance, or behaviors that improve the relationships among the members, such as encouraging silent members or facilitating open discussion.

Any member can perform these behaviors, and so any member can participate in leadership. It was once thought that members always specialized in one type or another, but while that can happen it is not necessarily the case. The functional leadership model places more emphasis on how an organization is being led rather than who has been formally assigned a leadership role. This allows the analysis to spend less time looking at the person who has formally assigned authority and instead focus on how the leadership function is actually taking place.