Individual Essay: “Leaders Can't Change Their Style. Discuss. »IntroductionLeader is defined as a person who leads a person or a group of people. In the Great Man theory, certain individuals are born or, through the force of their personality, reach positions of influence allowing them to dominate the directions of others (Buchanan et al, 1997). These leaders are born to have the ability to hold leadership positions in any situation. Leadership styles are the behaviors displayed by a leader when encountering both followers and change (Mclaurin & Amri, 2008). Nowadays, organizational change has serious implications for the survival of an organization (Furst & Cable, 2008). Change is critical, necessary and has become a key factor in winning the game. It is often claimed that change is difficult for most people, and that people are resistant to change because it is deeply ingrained in the human brain (Kotter & Cohen, 2002). In contingency theory, Fiedler argues that leadership style is fixed and cannot be changed because leaders' behaviors only correspond to a particular situation, linked to their own personality traits. On the other hand, leaders are classified as change agents. A change agent is one who actually brings about change in a person and can be the leader of change (Zaleznik, 2004). Effective leaders understand that they have the skills to manage the change process. Path-goal theory and situational theories (Hersey-Blanchard) argue that leaders can change as situations change. In this essay, agreements and disagreements on “Leaders cannot change their style” will be examined in depth and different models will be discussed in detail. as follows.DiscussionOrganizational change is increasingly present in the middle of the document......angel style of facilitator, Regent University.Kotter JP and Cohen DS (2002). The heart of change: real stories about how people change their organizations. Harvard Business Press. McLaurin, J. and Amri Al, B.M. (2008). Develop an understanding of charismatic and transformational leadership. Academy of Organizational Culture, Communication and Conflict. Procedure. Cullowhee. 13(2), 15-19. Miller, RL, Butler, J. and Cosentino, CJ (2004). Monitoring effectiveness: An extension of Fidler's contingency model. Leadership & Organization Development Journal, 25(4), 362-368Phillips, A. and Phillips, C. (2004). BEHAVIORAL STYLES OF PATH-GOAL THEORY: AN EXERCISE. International Conference of Allied Academies. Academy of Educational Leadership. Proceedings, 9 (1), 95. Smith, Kevin. (2013). Hersey-Blanchard leadership model. Law and order. 61(7), 61-62.