An in-depth and extensive analysis regarding the subject of Cricket has been provided in the form of a fascinating various styles of leadership which can be adopted by leaders and organizations. Adaptation of suitable leadership style is to be based on the organisation/team composition, strength and weakness of members, organization and individual goals, nature of assignments to be handled-as to long/medium/short-term, commercial or social, new assignments or repeat/ standard ones and so on. By identifying multiple scenarios that leaders face during their professional careers, this article brings to the forefront that leadership styles is not static for a leader . They will require them to wear various types of leadership roles, which can be suited to diverse situations. We've selected the fascinating cricket game Cricket to determine the different patterns of leadership for leaders and organizations, as it is characterized by the following features: 1.)It offers a variety of formats such as Test Matches, One-day, 20-20, knock-out League format, and more and requires different skill sets of team members, and different ways of leading them. 2.)The long- history of cricket has seen an array of great leaders (Captains) including some legendary, some excellent, others average/passable, certain downright failures, and so on 3.)On the personal side Cricket is a team sport and has always included an array of players in relation to the team's composition and conveyancers geography in terms of culture, language dialect, or style of speaking the language, socioeconomic strata, age as well as experience physical appearance, and so on 4)On the technical side the variety of skill sets comprising Match winners Batsmen, All-rounders (Aggressive hitters, well-balanced players who can handle long-hauls and slow-pick-up) , Bowlers (Fast, Medium, Off-Spinners, Leg-spinners) Fielders (Close in, out-field, out-standing, good, bad and to be secured, etc.) , Wicket-keeper and so on. 5)Also leadership styles to be suited to the style, size and power of the opponent, the type of pitch, the situation in a series, qualification requirements, injuries available for players, etc. 6)A great entertainer (on its day) as well as a cash-making spectator sport. 7.)However great you are (like star performers in an organization) You must follow the guidelines of captains and umpires the field, with selective/limited options to appeal, and call for the judicious use of such opportunities. 8.)Need for all team players to boiler service near me adapt their approach in accordance with the game or situational requirements and, consequently, the requirement from captains to create and mold them according to the requirements of the game. The intriguing range of Leadership styles discovered as part of the comprehensive analysis of the game of Cricket is as follows: The styles of leadership are listed in alphabetical order to make it easy to recall. They don't indicate an order of importance or importance. 1) AFFECTIVE (OMNIPRESENT) LEADERSHIP 2) AGGRESSIVE (TIGER ON THE PROWL!) LEADERSHIP 3) CHARISMATIC (ROYAL!) LEADERSHIP 4) CONFIDENCE-BUILDING (IDENTIFYING GEMS!) LEADERSHIP 5) COOL (ICEBERG) /PASSIVE LEADERSHIP 6) ENDURING (STABILITY/COMMANDING RESPECT) LEADERSHIP 7) INSPIRATIONAL (TRANSFORMATIONAL) LEADERSHIP 8) PARTICIPATIVE (OUTSTANDING OR STAND-OUT? !) LEADERSHIP 9) PROJECT STYLE (SLAM-BANG!) LEADERSHIP 10) TASK-MASTER (MILITARY) LEADERSHIP 11) UNOBTRUSIVE (CARROT& STICK) LEADERSHIP We are analysing the 11 leadership styles: 1.) ACTIVE (OMNIPRESENT) LEADERSHIP The captain/the leader adopts the style of being in constant contact with the world in order to stay informed about all the latest happenings. Team members are likely to feel the leader virtually breathing through their necks. Hence to avoid being over-active, as that may communicate a lack of confidence with the team members This"OMNIPRESENT"style of leadership (somewhat duly modified) , may be relevant in organizations/teams consisting of predominantly freshers, less skilled etc requiring and looking for constant guidance. The exceptions in the team require a different approach and hence the modification indicated. 2.) aggressive (TIGER on the field!) leadership - This is usually the style of leadership adopted by Australian Captains who, with a strong and aggressive team in their back, have usually attempted to play a psychological game (almost similar to miniature warfare) of conveying to the opponents that Australians are supremely confident of winning and are determined to snuff out hapless opponents. Although this has generally worked for teams that are powerful, if this borders on over-confidence or a gross underestimation of opponents, this can back-fire extremely badly. In an organization/team environment such an approach can be successful in the event that the team members understand and have adopted to this style of their leader. In a mix team members, both former and new members, the new ones require to be placed the same manner as they are accustomed to the "TIGER ON THE PROWL" leadership style and old team members style of functioning in order to be successful. Otherwise , it could go south very severely, since new members might be alienated. This could work even with newcomers such as ambitious management graduates, who believe in the power of leadership to accelerate growth. 3.) CHARISMATIC (ROYAL!) Leadership - This type of leadership has taken place when captains have been regarded as towering personalities of the sport or had royal lineage etc. There are instances of famous and successful captains and terrible failures in this area. If you have a team or an organization configuration, this might work (without much modifications) in the event that team members believe it is a privilege to be working with a renowned personality. There is also a need for the leader to be able to communicate in doubt, and he is easy to talk to and his image should not be a hindrance for the team members 4) Convince-building (IDENTIFYING Gems!) Leadership One of the most famous examples that are often quoted in cricket for this type of management is the Imran khan of Pakistan, who is credited for discovering gems like Wasim Akram and Abdul quadir and many more. Sensing the potential of these players, he's believed to have always been there for them, even when they were struggling and out, in order to create confidence in the players. Together, they played a crucial part in taking Pakistan to their highest point of glory, winning the world championship. In the context of a team/organization, these individuals can be beneficial in identifying and moulding gems. However they will be disasters when they are perceived as engaging in a game of favouritism and misusing their position. 5.) COOL (ICE-BERG) Passive Leadership: A classic instance that shows Cool leadership (as defined by media, commentators and others) is Mahendra Singh Dhoni, a cricketer from India. This type of leadership has the chance of being seen as cool when you are winning the team and non-chalant when the team is losing! In an organization or team environment, this type of leadership may be successful if you have an organized team, well-established products/ services, stable financial or organizational surroundings and your team or organization is perceived to be succeeding. When the situation is altered without a noticeable change in leadership, the leader will be branded "PASSIVE"or inactive. 6) ENDURING (STABILITY&COMMANDING RESPECT) LEADERSHIP: Even though many Australian captains have exhibited such leadership style, slightly lesser credit is being given here for their endurance, as their teams have been virtually "WORLD-CHAMPIONS" for prolonged periods of time. The boat is rarely disrupted, especially when the sailing is smooth. So, more concentration is given to leaders and captains like Daniel Vettori of New zealand, Greame Smith of South Africa, Mahela Jayawardane of Srilanka as they have been Enduring leaders, inspite of they are not the Champs. This kind of leadership within teams and organizations is achievable for those who are thought of as people-oriented, and where there isn't any major rival of stature is in sight. This stability should not result in too much ease with personal relationships, acquaintances and a familiarity with team members, leading to a lack of performance. Additionally, this type of leadership may not sustain when a strong alternative leader emerges (with general preference for changes) as well when performance of the organization/team goes below certain benchmarks. 7) INSPIRATIONAL (TRANSFORMATIONAL) leadership: Possibly the most striking instance in cricket for this kind of leader is Mike Brearly of England, his leadership abilities are described as out-standing. There is a legend that says Brearly could have been part of any team around the globe as a captain, however the most notable example is the Ashes series, after England had been beaten by two after just two games, and their top performer Botham struggling to make a difference, as per Australia's aggressive game strategy of containing Botham ( who was the match winner on his day) . The introduction of Mike as a Captain from the 3rd test turned the series on its head. The totally transformed Botham alone winning the remaining 3 matches , and in the final match, the Ashes in the name of England. Such inspirational is highly relevant for organizations and teams involved in creative endeavors, star performers/ Orgaisations/Teams undergoing difficult times, and to change leaders and other levels, rather than in routine and mundane type of activities. These types of events are ideal for startups to establish an ongoing culture of performance from the beginning itself. 8) Participative (OUTSTANDING or STAND-OUT?) Leadership - A possible positive instance of this type of leadership is former Indian Skipper Saurav Ganguly, who was influenced through his records and team members, reminiscing about his role with fondness and pride, even after he stopped being the Skipper. There are many instances in International cricket where captains have carried their leadership style to the extreme and failed. This kind of leadership need to ensure that in an organisation /team environ, that it is made clear that although participation in the team is welcomed and highly appreciated, final decision-making authority, based on facts, figures and the requirements of the organization will be on the leader. Also such leadership should avoid excessive, endless, free for all participation bordering on LAISSEZ FAIRE style of "NON-LEADERSHIP"Instead of being an"outstanding leader "the leader may have to "stand out" of the leadership position!. 9.) Project Style (SLAM-BANG!) LEADERSHIP: This style of leadership requirement is akin to having captains with different names in shorter versions, as opposed to tests. For example Bailey to Australia, Kohli for India and others. They generally are thought as more aggressive captains, and more risk-averse in order to meet the deadlines as stipulated by shorter versions the game. In a team or organization it is necessary to lead the team to accomplish various tasksand projects that have deadlines, uncertainties etc, because they are extremely vigilant and dynamic, risk taking, able to take decision at a very short notice even with a limited amount of information. A word of caution be that even the most dynamic leaders should have an eminent head on their shoulders and be capable of moderate restraint, else because of their dynamism, there is every possibility of rushing into decisions that have disastrous outcomes. 10-) TASK-MASTER (MILITARY TYPE) LEADERSHIP: We have encountered this kind of cricket leadership. Some have achieved great results when handling an unexperienced team, while some have been utterly unsuccessful when trying this strategy even for a well-established team, which led to anger. This style of leadership is difficult to practice in a spirit and letter in modern companies. However, this style of leadership is still being practiced with different degrees of control on shop-floors, wherever routine, compliance oriented and automated processes are the norm and so on. Such leadership style should provide the flexibility to employees who are looking to grow, lest they abandon the company. 11.) UNOBTRUSIVE (CARROT& STICK ) LEADERSHIP Leaders in the know of things that are aware of the pulse of the current situation and the team, without imposing their will to play the role of the team all the time. Anil Kumble from India was regarded as one of these captain. When it comes to team situations or organization these leaders can deliver good results, if the team has experienced or senior professionals, who usually prefer a more hands-off approach to leadership and when the leader has the stature to command their respect when needed. The leader should ensure that the presence of the leader is clearly acknowledged in every important decisions taken in the collective. This type of leadership is a sign of their influence through rewarding good behavior and vice versa. The way of leading should never allowed to degenerate in the passive/laissez-faire category with the intention of extending flexibility of the entire team. Such leaders need to be more involved, especially when the group composition changes with newer or less experienced team members needing guidance.