1. You are required to analyse the case study titled Recognising Leadership Styles by Konstantin Korotov and answer the following task.

2. The task of this paper is as follows: Write a report using the following format. i) Introduction introduce the background of case study. ii) Content Discuss the leadership styles that have analyse for each of the 2 employees.

Person 1 "When I think about the behaviours of my boss, the first thing that comes to my mind is that she is spending a huge amount of time discussing with us where the company stands, what it tries to do, and why it makes sense. She always starts with the bigger thing involving the whole company, and only then does she take it to the level of the team. Interestingly, she can take some nice sounding but somewhat abstract statements that you would normally find on a corporate website, and make them relevant for our everyday job. After a meeting with her, there is a feeling that what we do is clearly connected to the bigger thing the company stands for. It is very motivating. I think she spends a lot of energy trying to see if people get a sense of the direction and she lets people ask a lot of questions, but then she makes sure we all stand behind a common understanding of what we are trying to achieve. I think if she had a different career agenda she would easily become a great sales person! She can be very persuasive! I also feel that she stands behind her words. It's not simply a pep-talk. She seems to be truly convinced when she explains something to us. While she gives us a lot of freedom in executing our parts of the job, she is pretty clear on the direction. It helps that she also clearly indicates the boundaries within which I can make my own decisions, and where I need her advice or approval. I also find it very helpful that we periodically review where we are, and that we talk when there is a change in the direction. She seems to know that we want to make sense of new decisions and requirements imposed on our team Person 2 "My manager really cares about my development. She often talks to me about my plans, interests, and directions for the development of my career. She seems to take particular interest in figuring out how to give me tasks that continuously stretch me and give me new experiences and skills. I am learning a lot working for her. She always starts by explaining what the project is, why it is important, and then checks with me if I believe it is good for me to be engaged in it. She always underlines how this new experience contributes to my strengths. I get a lot of feedback from her. Sometimes it's a question she asks that helps me see that I may need to approach the task differently. At other times, it is a suggestion or a direct recommendation from her. I know that I can always ask her a question or advice, although she often responds by asking for my ideas first. While she doesn't concentrate on my weaknesses, she doesn't shy away from indicating what can be improved. I was initially hesitant about sharing my weaknesses with her. I can see that she accepts them as a current fact and explores with me how I want to go about them. We do sit down to analyse projects and tasks, and she always asks what I have learned. I have heard a lot of her war stories. I find her sharing of her successful and unsuccessful experiences very helpful. Without those, I may have been more hesitant about taking risky projects. I am also quite sure that if I make an honest mistake, she will correct me, and, if necessary, protect me from the anger of the others. I hope this will not be necessary, but I am sure I can count on her protection with some of the things am doing for the first time I guess her biggest disappointment is to see that people are comfortable where they are, and that some employees are not interested in stretching themselves