There are various forms of leadership styles that managers and organizational leaders use. Often, the leadership style chosen by a manager is largely determined by their personality. In the GM case study, it is evident that there was an authoritarian leadership style in which senior management shared their goals with employees but did not follow up or create a strategic means to achieve the goals. GM management had long let subordinates discover for themselves the challenges they faced. Due to the lack of established protocol at GM, employees had no way to pass information down from the bottom up. There appears to be a lack of clear ways to relay feedback from the top down and vice versa. For this reason, the type of leadership style at GM has long been authoritative. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an original essay It is often necessary for managers and leaders to review their leadership styles in order to improve performance within their organization. In relation to this, GM managers had to change their management style from an authoritarian style to a leadership style. It is unfortunate that serious safety information within GM was not handled with the required urgency due to poor leadership styles that did not provide a platform for communication with employees. It was these poor practices that resulted in poor engineering of the GM ignition switch. Another negative attribute of GM management is being reactive rather than proactive. If the "ignition switch" safety information had been handled with urgency, as their goals claim, the 13 deaths would likely have been avoided. GM saw a need to change its leadership style due to public pressure after the accident that claimed the lives of 13 people. The change in leadership style is evident in the case study where the company changes its operations by hiring more experienced investigators and engineers to help it develop further. secure GM systems, the company also fires 15 employees considered unproductive and incompetent within the organization. The company also provided clear procedures or relayed all forms of feedback and urgent safety information. The company also eliminated the authoritarian leadership style by entrusting decision-making to senior managers rather than letting employees make their company's decisions. Various factors may have contributed to the change in leadership style within GM. These factors include both internal and external influences. To begin, safety is the primary external influence that triggered GM's change. As noted in the case study, GM senior management asserts that "if safety is at stake, then price doesn't matter." Public safety is imperative and if the company had a poor reputation regarding the safety of its products, it would be driven out of the market by the competition. Safety is therefore a major external influence that may have led to the change in GM's leadership style. Internal factors, however, are the main reasons for the change in the CEO's leadership style. Some of the factors included poor communication, poor decision making, poor allocation of tasks, lack of clear protocol and procedures within the company and lack of.