1. Research has identified many different types of leadership. Describe the main features of the following making sure to highlight at least one key difference between each: charismatic, transformational and transactional. Charismatic, transformational, and transactional leadership styles have a number of differences. First, charismatic leadership involves leaders using inspiration and charisma to make things be done. In other words, this leadership significantly depends on the charisma of the leader. This is opposed to transactional leadership, for this leadership involves the development of an equal exchange relationship between the leader and the followers to make things done. In this form of leadership, effectiveness in task management is dependent on the cohesiveness of the leadership and the followers, which is determined by how strong their exchange relationship has been natured. Here, leadership has the core responsibility of building strong networks of relationships with the followers and exploiting this exchange relationship to ensure the work is done as it is supposed to be done (Bass 1996). Transformational leadership style is different from transactional style in the role of leadership. In transformational leadership, the role of the leader is to lead by example, while in transactional leadership the leader has the responsibility to lead by developing right networks and relationships with the followers and within the organization (Chemers 2000). In transformational leadership, leaders have the duty to lead by acting confidently and optimistically to give a platform for the followers to emulate, while in transactional, leaders have the duty to understand their followers, and work setting, then use these to build strong working networks. The networks will enhance right relationships at the place of work leading to efficiency within the organization (Conger, Kanungo, Menon & Mathur 1997). In compare between charismatic and transformational leaders, the main difference point is under intention and structural integrity. For instance, a same project assigned to two groups, one with a transformational leader and another one with charismatic leader. The potential of both groups is equal with much energy and enthusiasm. The charismatic leader just decides one day and then leave. The team will have higher chance to stall out or fail altogether because the mental part of completing the project lies with the attendance of the leader. On the other hand, the transformational leader inspires the team to believe more in each other and also themselves as well as the final outcome. If the leader leaves, a new one will step into the place and the project will keep continue until being done. Hence it is undeniable that overall charismatic leadership is worse than transformational. 2. What is Yukl's (1999, p289) overall criticism of current theory on transactional leadership. Yukl's (1999, p. 289) overall criticism of current theory on transactional leadership involves the issue of ambiguity of this leadership style. He explains that this style is identified as the process of exchanging between leader and follower, however, the theory is not able to explain the strong relationship that exists between the process of leader-subordinate exchange as well as respective transactional behaviors. In addition, this leadership style is said to utilize measurement items that highlight the controlling configurations of monitoring without any certain definition of what a leader needs to do in order to correct any problem or mistake when they are identified (Yukl's 1999, p. 289)