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e third type is democratic leadership style also referred as participative style since it strives to involve employee in organizational management and decision making. In this type leadership a manger understands that employee are more informed in some instances than their leaders and can therefore provide valuable insight that can enable informed decisions at the management level. It makes an employee feel important and appreciated at the work place and is therefore a very motivating method of running an organization. By involving employees in organization management and decision making serves to impart this skills in their routine job requirements besides grooming them for their next career levels within the organization (Tannenbaum & Schmidt, 2008). However this style is only effective in an organization where employees are skilled and very knowledgeable in their areas of specialty since they are less likely to make work related mistakes that might be costly to the organization.

The final and fourth leadership style is the Leissez-Faire a French word that loosely translated describes lack of interest, and rightly so because in this case a manager is almost detached away from the intricacies of organization and employee management. Much leeway is given to employee to use their best judgment and achieve individual or teamwork requirements, meet targets and work deadline (Hofstede, 2007). The manger hardly ever supervise employee or follow up on their progress but relies on internal organizational systems. As with the democratic style this style too should be adopted where the employee are qualified and competent in discharging their duties without direction and are mature to achieve self motivation.

This being the styles that a manager can use in organization and people management, there are other factors that are crucial in determining which leadership style a manager is likely to apply or indeed must apply in order to efficiently provide leadership. One is the managers personality type that is usually determined by the level of education, skills, experience, and previous work environment, this factors will significantly determine which approach a manager will use. For instance previous work environment could shape a managers future leadership roles to match with that experience.

Another factor is the personality type of the organizational employees that is also shaped by other factors such as skills, competence, experience and their level of position. Depending on the employees personality a manager might not have choice on the type of the leadership to use (Kovacevic & Builder, 2010). Finally an organizational values, traditions, and policies will also provide bearing as to how an organization is run and a manager might find that deviating from previous manager's leadership approach might result in management crisis.

Geert Hofstede, the Germany psychologist who researched the revolutionary findings that provided the first measurable evidence between association of culture and organization in what he termed as power distance, explains that the approach that a leader adopts to manage people is as a result of the attitude of the manager towards the employees (2007). Positive leaders he notes are likely to adopt the democratic or Leissez-Fare style that places much trust in employees and sets to achieves motivation through providing rewards. Negative managers on the ot