Choosing the right leadership style for the situation or employee is very important, but it is equally important to choose the right leadership style for the organization. Every organization has its own culture and that culture often lends itself to one or more particular leadership styles. If the leadership style used by your manager contrasts with the culture of the organization, difficulties may arise. Not only could this lead to conflicts among the organization's leaders, but employees often find themselves confused and disconcerted by the conflicting information between what they know about the organization and the instructions they receive from their manager. Hiring leaders and leaders for your organization whose leadership styles match the company's style and culture can avoid many obstacles to achieving goals and living up to the organization's vision. Recently, I experienced negative leadership that seemed to result from leadership conflict. style. The direct manager of the majority of employees in a relatively small branch of a larger organization had a very laissez-faire leadership style, while others in the chain of command within the branch had a very laissez-faire leadership style. more autocratic. When other leaders disagreed with the manager's decision or style, they would ask the manager to change or give different instructions, or to give those different instructions directly to the employee. This led to confusion and frustration among employees when they were unsure of exactly which instructions to follow or when they were reprimanded for following the "wrong" set of instructions. As you can imagine, an environment of anger and drama was created by this lack of unified leadership... middle of paper ...was used truly to meet the needs of the employees or the company. Different leadership techniques should be used depending on the situation, but the leadership styles used should also align with the overall culture and style of the organization, otherwise conflict may arise and ultimately the goals and the vision of the organization are neglected. ReferencesClark, D. (2010). Juxtaposition of the performances of the big dog and the small dog. Retrieved from http://www.nwlink.com/~donclark/leader/leader.htmlNickels, WG, McHugh, JM, & McHugh, SM (2010). Understanding business. New York, NY: The McGraw-Hill Companies. Szilagyi, A.D. & Schweiger, D.M. (1984). Matching managers to strategies: A review and suggested framework. Academy of Management Review, 9(4), 626-637. Zenger, J., Folkman, J., and Stinnett, K. (2010). Excellence in coaching. Leadership Excellence, 27(7), 20-20.