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y-to-day management of security, transport and portering staff and services delivery. The fourth layer includes security supervisor, transport supervisor and portering supervisor. Therefore, the organization operates within a small but thriving and rapidly changing service sector and the organization structure of Aidensfield hospital is linear functional.

3.02 The organization issues of Aidensfield hospital

In Aidensfield hospital’s organization structure, there are a lot of problems. Firstly, role ambiguity and degree of inconsistency regarding people management arrangements is apparent within supervisory grades in the organization. Secondly, there is a tendency for some supervisory grades, including charge hands, to abdicate certain people management responsibilities on the basis that they are not trained or paid enough to undertake these duties. Thirdly, the existing groups work independently with little evidence of effective management control and have developed essentially through highly demarcated and differentiated traditions. Over-rigid lines of differentiated have become established and a multi-structured bonus system. In short, we can know thatthe Leadership Styles in Aidensfield hospital is laissez-faire leadership style.

4.0 Three leadership styles

Researchers at university of Iowa in the United States, the famous psychologist Lewin and his colleagues have been conducting research on the community atmosphere and leadership styles. Lewin found that the mission leader of group is not in the same way to show their leadership role, leaders usually use different leadership styles and these different leadership styles have different influence on job performance and job satisfaction of members of the group. Lewin and other researchers try to scientifically identify the most effective leadership behavior and they focus on the three kind of leadership style: autocratic leadership style, democratic leadership style and laissez-faire leadership style (Oshagbemi and Gill, 2004).

4.01 Autocratic leadership style

Authoritarian leaders only pay attention to the goal of the work, only care about work tasks and work efficiency. However, authoritarian leaders do not care about members of the group, which makes a larger social and psychological distance between leaders and group members. Leaders are lacking of sensitivity for be leader and group members are wary and hostility to leaders (Colvin, 2001). Thus the autocratic leadership style may produce frustration and mechanical behavior tendency.
The autocratic team’s power is only in personal hand of leader. Leaders only pay attention to the goal of work, the completion of tasks and work efficiency and do not pay attention to the individual team members. In this team, team members are in a subordinate position and can’t be entitled to participate in making decisions. Team goals and work principle are made by leaders and the specific work arrangement or personnel deployment are decided by the leader in personal. The opinion of team work from team members is not popular with the leader and rarely can be adopted (Edwards, 2000).

4.02 Democratic leadership style

Democratic leaders provide encourage and help to the work of group members and care about