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 EXAM FOCUS POINT 
The Study Guide refers to 'situational', 'functional' and 'contingency' approaches to leadership.
 EXAM FOCUS POINT 
Remember when thinking about leadership skills that 
skills
are learned abilities to do things effectively: 
they are 
not
the same as personality traits or characteristics, such as 'integrity' or 'vision'. 
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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
308
 
5.2 Style theories of leadership 
Leadership styles
are clusters of leadership behaviour that are used in different ways in different 
situations. While there are many different classifications of style, they mainly relate to the extent to 
which the leader is focused primarily on task/performance (directive behaviour) or relationships/people 
(supportive behaviour). Key style models include: 

The 
Ashridge Model
: tells, sells, consults, joins 

Blake and Mouton
's 
Managerial Grid
: concern for task, concern for people 
There are various classifications of leadership style. Although the labels and definitions of styles vary, 
style models are often talking (broadly) about the same thing – a continuum of behaviours from: 
(a) 
Wholly task-focused, directive leadership behaviours (representing high leader control) at one 
extreme, and 
(b) 
Wholly people-focused, supportive/relational leadership behaviours (representing high subordinate 
discretion) at the other 
5.2.1 The Ashridge Management College model 
The Research Unit at Ashridge Management College distinguished four different management styles 
(Goold and Campbell, 1988). (These are outlined, with their strengths and weaknesses, in the following 
table.) The researchers labelled their styles: 

Tells 

Consults 

Sells 

Joins 
(a)