University of Iowa started to research leadership behavior in 1945 lead by Kurt Lewin and his associates. According to their studies, they explored three styles or behaviors: democratic, autocratic and Laissez faire (Rao, 2010).To start off, a democratic leader has the ability to involve their employees in decision making, delegated authority and encourages participation in work methods as well as goals and opportunities to help coach employees. An autocratic leader has the style of centralizing authority, dictating, uses unilateral decisions and limits employee participation. This type of style can also be broken down into two categories: participative and consultative. A participative leader often allows employees to have a say in the decisions. A consultative leader pursues the issues and concerns from employees but ultimately makes the final decision. Finally, the laissez-faire leader or delegative leadership gives the power and authority to their employees allowing them to make the decisions and work duties as sees fit. In the 1950’s, University of Michigan conducted a series of studies with the objective of identifying the key principles and types of leadership styles that led to better opportunities of growth in productivity and job satisfaction. According to the research, the team was able to investigate the relationship between employee satisfaction and productivity and supervisory behavior. The famous psychologist, Dr. Rensis Likert identified two style of leadership orientations: production orientation and employee orientation. The studies came close to the same as University of Ohio focusing on the tasks and people. University of Ohio started a research group in the 1940’s to develop a questionnaire (LBDQ) to measure and identify the behaviors of leaders instead of focusing on their individual traits. In their findings, the group created a list of