The 'Leadership of Rudolph Guiliani Leadership style and behavior are key determinants of effective organizational management. Leaders are "The people who coordinate and balance the interests of all those who have a stake in the organization, including the executive team, all other managers, and those in team leadership positions or with a subjective leadership role" Witcher (2007) argues that POSIES gives us the impression of a sequence of tasks, an idea of ​​top-down strategic planning. Leadership style depends on how strategic management is handled by top managers. There are different leadership styles and therefore there are different ways in which leaders review strategic priorities. In the book “Leadership” by Rudolph Giuliani, his philosophy is to identify the core purpose of an organization and align resources and focus to that purpose. He also believes strongly in organizing around a purpose. To develop an organizational structure Giuliani's first question is always "What is your mission?" - not day by day but long term. Therefore he proposes to analyze the purpose, objective and strategy of an organization before setting its structure. Weber (1924) classifies types of leadership in relation to types of authority. These vary from authoritative leadership, where people must obey orders, to an inspirational type. This type of inspiration can also be related to John Seddon's "systems thinking". He argues that leaders should work. They should manage how people do things, not what they do. Chester Barnard (1938) argues that the primary task of managers is to facilitate cooperation and that authority should not be imposed. Leadership is sometimes associated with a visionary and personalized form of management. Witcher gives us the example of Ford who had a clear idea of ​​his vision for his car company. His vision was to create simple, low-cost model cars, and this vision produced the Model-T car, the modern mass production assembly line that made this possible. However, Witcher argues that this form of leadership can encourage short-term, individual-based goal setting, rather than teamwork. Senge (1990) advocates dispersed leadership for the learning organization in which progress is achieved through small, constant changes. A great leader, in his view, is one who encourages others to say, "We did this ourselves." Collins (2002) states that the difference between good and great artists is a coherent system with clear constraints. Discipline is a very important aspect with vision and faith. Strategic understanding is necessary and emphasizes the idea of ​​having disciplined people who engage in disciplined thinking and then act in a disciplined manner..