The Competing Values ​​Framework is created by Quinn and Rohrbaugh. It focuses on organizational problems and choices faced by managers. The framework is divided into various management roles corresponding to situations, as well as specific organizational environments. For example, the roles of facilitator and mentor rely on cohesion and morale to promote the development of human resources within the organization. While the innovator and broker roles rely on flexibility and preparation in order to receive the growth and resources needed to operate an effective organization. Director and producer roles are more applicable to planning and goal setting skills and will result in productivity and efficiency. The monitor and coordinator roles are intended to manage information and communicate. The framework can also be divided into two main roles. The first four mentioned above are transformational roles and the last four are transactional roles (Belasen, 1996). Transformational roles focus more on bringing about change and development, while transactional roles place a strong emphasis on management authorities. The key to becoming a master manager is to be a successful manager, capable of fulfilling each role in order to cope with all the difficulties encountered as a manager (Quinn, 1988). A successful manager is also someone who is perceived by others to fulfill all eight roles more frequently than a normal manager and who fully recognizes the importance of each (Denison, 1995). A study by Bono (2004) also shows that placing importance on a specific work environment, such as a rational goal model, can decrease the effectiveness of other areas. Denison and Spreitzer (1991) stated that when a manager does not provide...... middle of paper ......d learning styles (Bono, 2004). Likewise, not all managers face the same organizational environments and the same demands. Therefore, one must take into account all these factors, which are experiences, characteristics, work styles and attitudes, to determine the future of a particular manager. Although in reality it can be difficult to determine them since we do not know to what extent we are able to determine the success of a manager. However, in most organizations, interpersonal relationships, administrative relationships, work focus, and emotional stability are the primary factors determining leadership effectiveness (McCormack, 2002). Furthermore, it is also correct to say that one of the reasons that lead to the failure of managers is stress. Although stress seems to be an important factor in a work environment, it is actually only a small factor in our determination in this case..