Michael Johns had his work cut out for him when he joined Stellon Steel as CEO. The company employed 2750 employees in plants throughout South Africa and had been growing from mergers and acquisitions over a period of 20 years. It was Michael John`s job to create a vision and corporate strategy for the fragmented business. In the first few months of his appointment, Michael Johns did not make any major changes instead he travelled to all the company`s plants to meet people, get a feel for the business and to listen. He asked a lot of questions. He identified the key stakeholders and opinion leaders. He encouraged open debate of business problems and potential solutions. Under his leadership, a new vision and business strategy were developed. The new vision aimed at changing the company into a value-driven rather rule driven entity. One of the constraints identified in the implementation of the new strategy was a company history of top- down management. Employees were used to following instructions rather than taking initiative and solving problems. There was little room for creativity and innovation. Employees acted passively and avoided confrontation with management. It became clear that there was a need to identify and develop business leaders in the company. Michael John`s asked the HR manager to develop and submit a strategy for the development of leaders on all levels and in all sections of the company. 1. How would you describe Michael John's leadership approach