Is it necessary for the MD/Leader to cover all nine leadership roles?(Durban Dalglish Miller 2003) How would you (as the evaluator) know that the roles were being performed well? How would the leader know that he / she was performing these well? (ideas: benchmarks / 360 degree evaluation / corporate performance metrics). What is Charisma in the context of this leader''s role?Is it necessary for the leader to be charismatic?What other organisational factors might replace the need for charisma? (idea: a highly bureaucratic organisation relies on rules rather than leader charisma for its direction / stability). Is there an & amp;quot;appropriate & amp;quot; level of Emotional intelligence/EI for thisleadership role? If yes, how would you observe or measure this level?If not, what can he / she do to improve EI?What is the best leadership style for being a MD in a medium sized Logistics company. If a leader is not choosing this leadership style how could he / she change style to better match the need?What power types should this leader leader access?Is the leader actually using each of the power types he / she can access? What mix of power types do you recommend that this leader use?If the leader is not using this mix, how could this inappropriate power use be corrected?