"9Leadership and ManagementHowever, situational theory has been deemed as ineffective on the basis on threecritical issues: conformity, consistency and continuity (Nicholls, 1985). Bass (2008)supports this by noting the theory?s conceptual contradiction, lack of consistency and itsambiguities.3.1 Transactional LeadershipTransactional leadership, according to according to McCleskey (2014) focuses on therelationship between the leaders and their followers. This kind of relationship is criticalsince it provides an allowance for the leaders to accomplish their objectives, motivatefollowers, maintain the organizational situations, avoiding unnecessary risks, improveorganizational efficiency, motivate juniors through contractual agreements, minimizinganxiety in the workplace, as well improving the relationship with customers as well asreducing costs and increasing production of the organization (Sadeghi & Pihie, 2012). Thetheory is defined by the fact that market transactions are driven by the quest personal gains.However, there is always an expectation of reciprocity of these gains which call foreffective relations of the involved parties.The theory, however, has been criticized and considered ineffective since the practicesinvolved in it are only focused on short- term relations between the leaders and followers.Ultimately, since the theory is defined by temporary gains among the parties, it leads toresentments between the participants. 3.2 Transformational leadership 10Leadership and ManagementTransformational leadership together with 'transactional' leadership is considered byBurns (1978) as two types represented as a dichotomy. As according to McCleskey (2014),charisma though distinct from the transformational concept, it is considered an element oftransformational leadership. Transformational leadership is therefore defined as a type ofleadership that seeks to raise levels of consciousness of the followers of the importance ofthe desired outcomes as well as the method of achieving those outcomes Burns (1978).These types of leadership focus on encouraging the followers to transcend the level ofMaslow hierarchy of needs with a high concern on the attainment of security and safety andthe ultimate self- actualization (Bass, 2008). The theory according to (Bass & Riggio, 2006) is defined by three components. Thesecomponents include; intellectual stimulation, idealized influence, individualizedconsideration and inspirational motivation. Different leaders exhibit these four factors atvarying degrees in a bid to attain the desired organizational outcomes. It is the degree towhich each of these factors are exhibited that determines the kind of the relationship onehas with the followers. It is worth noting that the followers always attribute leaders with thetraits that they wish to emulate. Followers are impressed by their leaders based on theirbehaviors. This includes inspirational motivation inspiring followers to pick certain pathsas well as create optimism and enthusiasm among the followers. To develop innovationamong the followers, leaders adopt the intellectual stimulation factor which helps inquestioning assumptions, avoiding the known problems, applying new models in order toestablish challenges and situations. This kind of factor requires openness of the leaders.Individualized consideration as another factor involves coaching and mentoring of the 11Leadership and Managementfollowers on strategies to reach their full potential. These four components combined seekto make the leaders transformational icons in an organization.However, in-spite the positive remarks from different scholars regarding this kind ofleadership, criticisms are also felt on the basis that transformational leadership is unclearon its influence at work. Yukl (1999) identifies that the theory lacks sufficient impact onthe situational and contextual setting. 4.0 Management And Leadership Organization Styles and impact on OrganizationalObjectivesEffective leadership and management style impact organizational performanceeffectively depending on the situation or the environment. By setting a goal that is specific,measurable, attainable, realistic and time- bound, leaders tend to drive followers to realizehigh performance as well as attaining the organizational goals (Igbaekemen, 2014). Thereare therefore four specific leadership styles analyzed; Autocratic leadership. Democratic,charismatic and laissez- faire leadership style.For the autocratic type of leadership, leaders make decisions without the input of thefollowers. This type of leadership is always avoided by successful leaders unless whencertain situations require a quick decision. These situations include; financial crisis, naturaldisaster or during a situation where there is an upheaval of instability. This kind ofleadership and management style is characterized by leaders issuing commands to thefollowers that are either geared towards the performance of a task or the safety of thefollowers. This style is therefore used to minimize risks as well as attainingshort- termobjectives (Igbaekemen, 2014). However, in attaining long- term objectives this kind of 12Leadership and Managementleadership style has not been encouraged since long- term objectives depend so much onleaders- followers relationship enhancement that is characterized by sharing and receivingviews from all parties involved.The charismatic style of leadership is one that is characterized by leaders sharing thevision and mission of the organization in and effective manner. This kind seeks to motivatethe followers and hence achieve high performance. The democratic kind of leadership isone that is participatory since it involves the discussions of organizational decisions fromby the, parties (Igbaekemen, 2014). This type helps the employees and followers todevelop skill and capabilities aimed at eliminating risk and improving production.5.0 Skills of Successful LeadersFor one to be considered a great and a successful leader there are various skills thatneed to posses. These skills help in maintaining a good working relation with the followersthat ultimately impact on the organizational performance. These skills also serve to helpthe organization maintaining its performance in different situations. Some of the skills thatare deemed relevant for successful leaders include; the development of self awareness.This involves the identification of one's strength and weakness which helps one maximizeon the strengths as well as minimizing involvement of activities that expose the weakness.Female leaders, for example ought to maximize on their empathetic traits that they areconsidered to possess (Dubrin, 2004). Further, one has to appreciate individual differencesthat are mostly defined by culture, values and personal experiences (Holt & Seki, 2012). Inaddition to this, a successful leader seeks to close the cultural gap by focusing onsimilarities. "