1.0 IntroductionJKX Oil & Gas plc (JKX) is a UK-based hydrocarbon exploration and production company, listed on the London Stock Exchange. JKX mainly focuses on projects in Ukraine and Russia. This study will indicate a strategy for JKX Oil to gain a competitive advantage in Russia and Ukraine. This study will consider the strategic leadership of JKX by examining the strategic leadership strategies that influence JKX. The goal is to establish a strategic plan that will be beneficial to JKX and the most effective way the plan can be implemented. It is therefore important to address the question of what strategic leadership means. This issue is analyzed and discussed in section 1.1.1.1 Defining strategic leadership“Strategy is the long-term direction and scope of an organization, gaining advantage in a context of change”. environment through its configuration of resources and competences with the aim of meeting stakeholder expectations “Johnson, Scholes and Whittington, R. (2010) also Gregory and Chapman, (2012) state that differentiating strategies can also create an advantage. With this in mind and understanding the different cultures in which JKX operates, different approaches to different countries could realize strategic advantage. Cole (2011) identifies “organizational mission, vision, culture and values, organizational structure, leadership, external environment, and customer satisfaction (including both internal and external customers)”. The JKX vision of strategic leadership is perhaps best summed up in the words of Winston Churchill when he said: "To improve is to change, to be perfect is to change often."(http://www.youtube.com). Bishop (2012) states that “leadership styles and motivations are also situation-based. “Leaders bring a leadership 'style' to situations. A style can be thought of as the dominant pattern of a leader performing in a position” and regarding JKX's global operations, the company sees the development of a strategic leadership style that suits the country in which it operates, while not losing sight of the corporate vision, adaptability and compromise in certain situations has proven beneficial for JKX.1.2 Defining organizational changeKotter (1995) suggests that “For change to be successful, 75% of a company's management company must "acquire" the change. In other words, you have to work very hard on step 1 and spend a lot of time and energy building urgency, before moving on to the next steps. Don't panic and jump in too quickly because you don't want to risk further short-term losses - if you act without proper preparation, you could find yourself in a very bumpy situation.