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Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Freight have actually all used reinforcement to increase productivity. Empirical research covering the last twenty years recommends that support theory has a 17 percent increase in efficiency. Additionally, numerous reinforcement strategies such as using praise are inexpensive, supplying greater efficiency for lower costs.

Social scientists argued that history was more than the outcome of intervention of fantastic men as Carlyle suggested. Herbert Spencer (1884) (and Karl Marx) stated that the times produce the person and not the other method around. This theory assumes that various situations require different attributes; according to this group of theories, no single optimum psychographic profile of a leader exists.

Structure upon the research of Lewin et al., academics started to stabilize the descriptive designs of leadership climates, defining 3 leadership designs and identifying which situations each design works much better in. Key Reference , for example, is approved in durations of crisis but stops working to win the "hearts and minds" of fans in day-to-day management; the democratic management style is more sufficient in scenarios that require consensus building; lastly, the laissez-faire leadership style is appreciated for the degree of flexibility it supplies, however as the leaders do not "take charge", they can be viewed as a failure in drawn-out or tough organizational issues.

Three contingency management theories appear more prominently in recent years: Fiedler contingency model, Vroom-Yetton choice design, and the path-goal theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency. This arises from the interaction of management design and situational favorability (later called situational control).