Conclusion:

Management exists in organizations, and the majority of us report to a boss, manager, or supervisor at
work. Some of us work in manufacturing plants, some in start-ups, and some in small and medium-sized
businesses. Despite the fact that their management approaches vary, all of them are theory-based.

In our project, we looked at the most prevalent and traditional management and leadership styles to
examine how they had evolved and how they had defined their main characteristics.

Even if we are able to identify leadership styles characteristics, we nevertheless work to highlight the
benefits of various management philosophies, the reasons why organizations have organizational
structures, and the types of leadership styles that lead to particular outcomes.

These results suggest that a more transformational approach to leadership trends in international
settings may be helpful. Every leader, first line manager, supervisor, or team may become more
transformational by incorporating the traits and practices of Chung – Hsiung Fang et al. (2009),
Podsakoff et al. (1990), and Eagly & Karau, 2001 while avoiding passive-avoidance attitudes.

Through training interventions and better process processes that stress transformational leadership
abilities and behaviors, leaders can change their mindset. Organizations could achieve better results by
elevating leaders who can connect with their followers, exude assurance and authority, and set an
excellent example for their team. A good leader can improve organizational results.

These leaders are characterized by dominance, consciousness, self-control, a high moral standard,
optimism, and self-efficiency, all of which are seen as positive and admirable traits. They articulate
clearly shared objectives and common knowledge of what is right and essential, and they give visions of
what is possible and how to achieve them. They enhance purpose and promote a positive attitude on
the necessary labor.

Last but not least, leaders who can mentor others, treat each person uniquely, and, when required,
question their own beliefs, assumptions, and aspirations. Executives with a reactive mindset, who wait
for problems to occur before making changes, who avoid involvement and responsibility, and who
isolate themselves in their office space may also receive support from their employers.

The leadership style of every organization will evolve to one that is more transformative by putting the
aforementioned recommendations into practice, and the passive-avoidance strategy will be less
prevalent at lower levels. The organizational outcomes (Efficiency, Job Satisfaction, and Extra effort),
which are desirable by every company, will therefore improve.