The “Leadership” of Rudolph Guiliani Leadership style and behavior are key determinants of effective organizational management. Leaders are "those people who coordinate and balance the interests of all those who have a stake in the organization, including the management team, all other managers, and those in team leadership positions or with a role of subject leadership » Witcher (2007) argues that POSIES gives us the impression of a sequence of tasks, of an idea of ​​top-down strategic planning. Leadership style depends on how strategic management is handled by senior managers. There are different leadership styles and, as a result, leaders look at strategic priorities in different ways. In the book “Leadership” by Rudolph Guiliani, his philosophy is to identify the primary goal of an organization and align resources and direction to that goal. He also strongly believes in organizing around a purpose. In order to develop an organizational structure, Giuliani's first question is always "What is your mission?" » - not from day to day but in the long term. It therefore suggests analyzing the goal, objective and strategy of an organization before defining its structure. Weber (1924) classifies types of leadership based on types of authority. These vary from authoritarian leadership, where people must obey orders, to an inspirational type of leadership. This type of inspiration can also be linked to the “systems thinking” of John Seddon. He argues that leaders should do the work. They should manage how people do things, not what they do. Chester Barnard (1938) argues that the primary task of leaders was to facilitate cooperation and that authority should not be imposed. Leadership is sometimes associated with a form of visionary and personalized management. Witcher gives us the example of Ford who had a clear idea of ​​his vision for his car manufacturer. His vision was to create simple, low-cost model cars and this vision gave rise to the Model-T car, the modern mass production assembly line that made this possible. However, Witcher argued that this form of leadership can encourage short-term individual goal setting, rather than teamwork. Senge (1990) advocates dispersed leadership for the learning organization where progress is made through small, regular changes. According to him, a great leader is one who encourages others to say, “We did it ourselves.” Collins (2002) mentions that the difference between good and high performers lies in a coherent system with clear constraints. Discipline is a very important aspect along with vision and faith. Strategic understanding is necessary and he emphasizes the idea of ​​recruiting disciplined people who engage in disciplined thinking and then take disciplined action..