In section 1, I will discuss the concept of bureaucracy in leadership based on the article by Koremenos (2005) and the impact of leadership bureaucracy in the Kodak bankruptcy (Kotter, 2012). . In section 2, I will show how practices have changed by highlighting the use of skills, style and contingency approaches in leadership in a non-bureaucratic environment (Browning, 2007) and supporting this with examples relevant. Furthermore, in section 2, I will support my argument by illustrating the writings of Bolden and Golsing (2006) regarding the use of the skills approach in a post-bureaucratic environment. Rather than leaving it there, in section 3 I attempt to explore the implications, necessity and benefits of virtue as discussed by Cameron (2011) and organizational compassion from the writings of Dutton, Frost, Worline, Lilius and Kanov (2002). In conclusion, I will question the effectiveness of different approaches in the post-bureaucratic era in producing better leaders, whether this is really relevant or whether bureaucracy is necessary in some organizations to function better. In the era of rapidly changing organizational environments, some bureaucratic leaders have emphasized historical methods for solving problems. Leaders of the bureaucratic era were complacent, goal-driven; they discourage independent thought, add layers of control to protect their status, and restrict the flow of information to support their power. As Koremenos (2005) describes in her research on the former IDOA leadership style: Director Otwell communicated directly only with her division heads. When asked if she had much contact with more subordinate levels, she replied: "No, I never felt the need." That wouldn't have been my role anyway.It's in the middle of the article......r, J. 2012, “Barriers to Change: The Real Reason Behind Kodak's Fall - Forbes. 2012. [ONLINE] Available at: http://www.forbes.com/sites/johnkotter/2012/05/02/barriers-to-change-the-real-reason-behindthe-kodak-downfall/. [Accessed April 7, 2014].Bolden, R. & Gosling, J. 2006, “Leadership skills: time for a change of tone? », Leadership, vol. 2, no. 2, pp. 155-156Browning, BW 2007, 'Leadership in desperate times: an analysis of endurance: Shackelton's incredible journey through the lens of leadership theory', Advances in Developing Human Resources, vol. 9, no. 2, pp 183-98Cameron, K. 2011, “Responsible leadership as virtuous leadership”, Journal of Business Ethics, Vol. 98, no. 1, p. 26-30Dutton, JE, Frost, P., Worline, MC, Lilius, JM & Kanov, JM 2002, “Leading in times of trauma”, Harvard Business Review, vol. 80, no. 1, p.p.. 56- 61