The status quo of defining, applying, surmising and learning various existing systems within leadership styles, within organizations and within the real estate industries will be conjecturally extinct, if not positively disrupted. Scholars, academicians, the intelligentsias and learners are proactively challenged through cameos of scholarly discourse to interpret various leadership styles within this context. Interpretation of the leadership styles are triggered from changes emanating from the disruption of an existing system that results in the crafting and creating a system that sets new global standards or benchmarks. Changes triggered from the disruption of an existing system and thinking also challenges the global intellectual mindset and the anchored culture in global organizations. Scholars concurred that these challenges creates competitive and comparative advantages, that creates new brand, sets new industrial standards and has always shifted the market in favor of the disruptors (Aluya, 2008a; Christensen et al., 2004; Hacklin, Raurich & Marxt, 2005;Yitts, 2006). In chapter 16, Professor Ossian Garraway uses narrative and statistical analysis to explain the phenomenon and concept of traversing the landscape of disruptive technologies expansively.

Part one starts by defining the complexities of various leadership styles. Germinal and seminal leadership theories are used to conceptualized and rationalized why disrupting an existing system creates effective or ineffective leadership styles. Without scholars, academicians or learners challenging the traditional theories and concepts of various leadership styles, the various theories would remain dormant. For instance, smart power concept is germinal, repackaged, redesigned and disrupted to fit into the purview of the newly created transformational global leadership styles (Coutu, 2008; Nye, 2008). Challenging originating from the changes created through disruption of the current systems also becomes a trajectory toward a new global intellectual mindset. DES means pushing leaders in organizations and in the real estate industry into the untested, un-chartered and into a new realm of thinking that sets new benchmarks, yardsticks and standards. For instance, Burns’ (1978, 2002, 2003, 2006) and Bass’ (1985, 1996, 1997) leadership theories are herein challenged. These theories will be holistically dissected, interpreted through the concept of disrupting the existing thinking systems within various leadership styles. Whether or not these leadership styles are effective or ineffective in organizations will be examined. Without disrupting an existing system triggered from a dynamically nonlinear, complex, evolving and shifting marketplace, applicabilities of Burns’ and Bass’ leadership theories will be stilled in organizations (Aluya, 2008a).