Researchers evaluate the ability of teams of 11-year-olds in various types of work climates. In each of them, the leader had effect regarding the type of team making policy, cult and feedback, and the management of teamwork according to three styles: authoritarian, democratic and laissez-faire (Lewin et al, 1939). There are two important styles of behavioral leaders: task-oriented leaders and people-oriented leaders. Task orientation and people orientation are shown at a reasonable level, not just concern for people or concern for the task. Task-oriented leaders contrast with people-oriented leaders. People can measure people interest and task interest to categorize the leader into one of five different leadership styles using the Leadership Grid, a two-dimensional leadership theory to measure the leader's task interest and interest in people. Situational and contingency theory starts from the assumption that different cases require different characteristics; according to these mass theories there is no single first-rate psychographic profile of a leader. According to the theory, what an individual actually does when acting as a leader depends largely on the characteristics of the situation in which he operates (Hemphill, 1949). Effective leadership depends on internal and external elements