Introduction: John Terrill, a seasoned professional with a unique approach to management, was brought to DGL International to correct productivity problems evident in the technical services division. As a leader, his approach would require professionalism, as well as an alternative management method to restore the engineers' lack of work ethic. Through investigative research on well-defined leadership styles, behaviors, and types of power, the following case study questions are discussed below. Using Paul Hershey and Ken Blanchard's situational leadership theory, I compare autocratic and democratic approaches to leadership and discuss the four leadership styles: telling, selling, participatory, or delegating. I will also address the type of power Terrill seems to possess over his followers and compare more options. While Terrill has proven to be a successful development for the company's management team, the repercussions and benefits of alternative approaches are also addressed alongside Robert House's path-goal theory. Q1. With supporting research, one might consider John Terrill's leadership style to be a combination of consultative and participatory democracy. Robbins, DeCenzo, Coulter & Woods explain that democratic leaders “tend to involve employees in decision making, delegate authority, encourage participation… use feedback” (2011 p. 297). The authors further delve into the two subcategories of demographic leadership, which are consultative and participatory. When Terrill was appointed to manage DGL International's technical services division, he actively addressed issues with the employees he managed. Reflecting his democratic approach, he consulted with them on...... middle of paper ......et, M, Dobbins, G, Rush, M & Russell, J 1995, 'Expert power, referent power , and charisma: towards resolving a theoretical debate', Journal of Business and Psychology, vol. 10, no. 2, pp.178-179Lindskold, S, Banoma, T, Schlenker, B & Tedeschi, J 1972, 'Factors influencing the effectiveness of reward power', Psychonomic Science, Springer-Verlag, vol. 26, no, 2, pp. 68-70Robbins, S, DeCenzo, D, Coulter, M & Woods, M 2011, Management: The Essentials, Pearson Australia, NSW, Australia, 1st edition Tannenbaum, R & Schmidt, W 1973, 'How to choose a leadership model' , Harvard Business Review (p. 298 of Robbins et al Management: The Essentials)Willer, R, Younggreen, R, Troyer, L & Lovaglia, MJ 2012, 'How Do the Powerful Ragtain Status? The roots of legitimate power inequalities, Managerial and Decision Economics, John Wiley & Sons, vol. 33, no. 5, pages. 355-367