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Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Cargo have all utilized reinforcement to increase performance. Empirical research study covering the last 20 years recommends that support theory has a 17 percent boost in performance. Furthermore, many reinforcement methods such as using appreciation are inexpensive, supplying greater performance for lower expenses.

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Social scientists argued that history was more than the outcome of intervention of terrific males as Carlyle recommended.  More Discussion Posted Here  (1884) (and Karl Marx) said that the times produce the individual and not the other way around. This theory assumes that various scenarios call for different qualities; according to this group of theories, no single optimal psychographic profile of a leader exists.

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Structure upon the research study of Lewin et al., academics began to normalize the detailed designs of leadership environments, specifying three management styles and identifying which scenarios each design works better in. The authoritarian leadership style, for instance, is approved in periods of crisis but stops working to win the "hearts and minds" of fans in day-to-day management; the democratic leadership design is more adequate in scenarios that need consensus building; lastly, the laissez-faire leadership style is appreciated for the degree of freedom it offers, but as the leaders do not "take charge", they can be perceived as a failure in drawn-out or thorny organizational problems.

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Three contingency leadership theories appear more plainly recently: Fiedler contingency model, Vroom-Yetton choice model, and the path-goal theory. The Fiedler contingency model bases the leader's efficiency on what Fred Fiedler called situational contingency. This arises from the interaction of leadership design and situational favorability (later called situational control).