An Overview of Leadership StylesIt is impossible to pinpoint precisely when interest in leadership styles emerged. However a series of experiments conducted by 3 social scientists in 1938 is a good time to start. Kurt Lewin, Ronald Leppit, and Robert White used groups of children to study different approaches to exercising control. Their classic study identified three types of control: autocratic, democratic, and laissez-faire. These three types of control became known as leadership styles. Lewin, Leppit, and White were cautious in the conclusions they drew from this study. They noted that autocratic leadership achieves results and is preferred to democratic leadership. However, they noted that autocratic leadership can create group tension, apathy, frustration, and dependence on the leader. Furthermore, the researchers found that some differences in children's behaviors were associated with the presence or absence of the leader. Specifically, constructive effort decreased in autocratically controlled groups of children. Finally, they observed very little value in laissez-faire control, an essentially “no-leader” approach to leadership. Significance: From our point of view, the study of Lewin, Leppit and White is important because it created an awareness of the possible effect of a leader's style on a group. Furthermore, it helped to make people more sensitive to the importance of the psychological atmosphere in the group. This atmosphere can influence not only the productivity of the group, but also psychological variables such as tension, frustration and conflict. Therefore, the specific findings of Lewin, Leppit, and White's study were not as important as the general awareness and sensitivity about the importance of ... halfway through the paper ... that system 4 management has the greatest long-term advantage -gamma potential to contribute to organizational effectiveness. System 4 characterized by a high degree of trust and interaction between superiors and subordinates. It involves extensive participation by subordinates in goal setting and control process. Likert places great emphasis on the importance of authentic, trusting, interpersonal, and group relationships. A central idea in his vision of leadership is the principle of the supportive relationship: “the leadership and other processes of organizations must be such as to ensure the maximum probability that in all interactions and in all relationships within the organization , each member, in light of his or her background, values, desires and expectations, will view the experience as supportive and as one that builds and maintains his or her sense of self-worth and importance”.