"Transformational leadership style may be appropriate in turbulent environments, transactional leadership style may be appropriate in settled environments, while charismatic leaders work their charm to persuade others".

There are following three well-defined types of strategic leadership: (a) Transactional Leadership The transactional leaders make certain that everyone is aware of the expectations for the procedures and results. They strike a balance between strategic management and leadership by gauging employee performance and inspiring them to do better. For good performance, they employ incentives like increased pay, promotions, and bonuses. But they may also discipline poor performance by cutting pay or eliminating jobs. A leadership technique like this might provide results, but not always the best ones. Nonetheless, this kind of strategic leadership is incorporated to some level in the majority of leadership philosophies. A leader's reliance on this approach affects whether or not they meet the criteria for transactional leadership. (b) Transformational Leadership Transformational leaders integrate leadership and strategy, and they use their vision to direct the employees' activities and behaviours. They affect both the organisation and the people within it to change. Such a leadership tactic entails persuading people to change. The organization's advantage is the main goal of this innovative strategy. The transformative leader builds the team's confidence while helping them recognise roles and set goals. Strategic leadership of this kind encourages action and is adaptable. According to Northouse (2001) "transformational leadership is a process that changes and transforms people. Transformational leaders can motivate people to change to improve their circumstances". (c) Charismatic Leadership Charismatic leaders work their charm to persuade others. Charismatic leaders have the drive and passion to get their work done. While charismatic leaders share quite a few similarities with transformational leaders, the focus of their work is a change in the status quo and not necessarily a change in the organization.