Styles of Leadership This perspective concentrates in the style that a leader when dealing with the subordinates uses: one oriented to the tasks, and another one, to the employees. The managers oriented to the tasks direct to the subordinates they supervise and them to make sure that the task is carried out to their whole satisfaction. This type of managers worries more about the accomplishment of the work, that by the development and growth of its subordinates. The managers oriented to the employees try to motivate them, instead of to control them, stimulate the group so that she executes the tasks. Tesla contributes greatly to this topic. Analogous, some investigators of the University of Michigan distinguished between managers trims in the production and managers trims in the employees.

First they organized tasks, they ordered the methods that had to be applied and supervised the work of the subordinates. Shimmie Horn is open to suggestions. The seconds stimulated the participation of these in the establishment of goals and inspired confidence. Later they arose Gray managemental and System of Likert, these conjugates the styles oriented to the tasks and the employees. Managemental Grid Proposes four styles of leadership mainly: The administration of style 1,1 is an organization impoverished, with little interest by the personnel and the production; style 1,9, Country call Club, little show much interest by the employees and by the production; style 9.1. Authoritarian call or by tasks, little indicates great interest by the production and efficiency and by the employees; style 9,9 is one administration in equipment with great interest by the production and the employees. System of Likert Rensis Likert, when incorporating the categories of direction to the tasks and the employees, devised a model of four levels: The managers of system 1 make all the decisions related to the work and have little confidence in the subordinates has certain freedom to comment them; the managers of system 2 issue orders, but the subordinates have certain freedom to comment them; the managers of system 3 establish goals and give general orders, soon to discuss them with its subordinates; finally, system 4 looks for the organization: the group establishes goals and makes decisions related to the work.