Looking again at Omran's profile listed above, the company runs four different business models: business development, investment, project management and asset management. All these four models cover the project life cycle where it starts with business development which examines business opportunities for creating tourism projects around the Sultanate. Then, the project feasibility study is transferred to the investment department which is responsible for seeking financial funding through different channels, such as partnerships with government or private entities, joint ventures or fully financed by the MOF. Once this was decided, the matter was transferred to the project management team to take over management of the entire project phase. Finally, the asset management team takes on its role in managing the process of delivering the project to the determined owners. From the above-mentioned process it is obvious that Omran's business models are diversified and highly dependent on teamwork. Therefore, the success of the project depends on the performance of the teams. The diversity of teams and business models has encouraged Omran to adopt the situational leadership style where he ensures that each team's needs are met. Situational leadership style is explored in point 2 of this report. Starting to explain the style adopted in the business development team, management plays a role of supporting and participating style. This is because both management and the team make decisions together with less direction from top management. The business development team is carrying out a series of tasks and processes which generally concern the preparation and development of potential growth opportunities for senior management or the committee... halfway through the document... the department is distributed into three roles principals: senior design manager, senior construction manager and senior project manager. On the other hand, the management has reduced the leadership in this department believing that they have the necessary knowledge and skills to carry out the tasks. The role of management is to share the responsibility for setting objectives but not to interfere with the work of the team. Now, the project management team has made a proposal to the top management to appoint the senior project manager as the leader for the other two roles. Once again this shows that this team is truly capable and doesn't need direction. For other remaining support departments such as Finance, HR, Risk & Compliance, Legal, Procurement & Contracts… etc., Omran is adopting styles that match the skills and commitment of the department teams.