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Leadership style matters because the same style that works well in one situation can fail badly in another, which is exactly what contingency theories of leadership try to capture. Lewin described three core styles: autocratic (the leader decides alone), democratic (the leader involves the group in decisions), and laissez-faire (the leader gives the group very little direction). For example, imagine a ward in a genuine emergency, an autocratic style, giving rapid clear direction, may save time, whereas the same style used for routine team planning could disengage staff. In practice, effective leadership is often about matching the style to the situation, not about one style being universally best.

Transactional leadership motivates through a clear exchange, rewards for meeting expectations and correction for falling short. Transformational leadership motivates by inspiring a shared vision and encouraging followers to exceed their own expectations. Fiedler's contingency theory formalises the situational idea directly, arguing leadership effectiveness depends on the fit between a leader's style and situational favourableness, factors such as leader-member relations, task structure, and positional power. For example, imagine a consultant introducing a major service redesign: a transformational style, building shared purpose, may achieve lasting change more effectively than a purely transactional, reward-for-compliance approach. In practice, this means questions about leadership rarely have one universally correct style, the right answer usually depends on the scenario described.

• Which leadership style works by raising followers' motivation through a shared vision?
• Which approach holds that the best leadership style depends on the maturity of the team?
• How does behavioural leadership theory differ from trait theory?

• Autocratic style, leader decides alone, unlike democratic leadership, which involves the group in decision-making.
• Laissez-faire style, minimal direction from the leader, whereas autocratic leadership provides maximal direction and control.
• Transactional leadership, motivates through reward and correction, rather than transformational leadership, which motivates through shared vision and inspiration.
• Fiedler's contingency theory, effectiveness depends on situational fit, unlike trait theories that treat leadership ability as a fixed personal characteristic.

• Two-factor theory concerns work motivation rather than leadership style.
• The focus is on leader behaviour rather than follower personality.
• Transactional leadership works by exchanging rewards for meeting agreed targets.
• Laissez-faire leadership leaves decisions to the team with minimal input.
• Autocratic leadership directs without consultation.

• Name the learning, social or research principle being tested before reading the options.
• Identify the antecedent, behaviour, consequence or cognitive process in the vignette.
• Compare the direction of effect with the nearest competing principle.
• Apply the same rule to a new example to confirm that the answer transfers.