Each type of action is related to the degree of authority used by the boss and to the amount of freedom available to subordinates in reaching decisio… - Robert Tannenbaum

In recent years the areas of leadership, training, and organization have increasingly challenged theorists, researchers, and practitioners. Evidence of this has been a growing literature from many disciplines and approaches. Without self-consciously determining the long-range directions of our work, we have found ourselves challenged by these issues and contributing to this literature.

If they can see them as forces that consciously or unconsciously influence their behavior, they can better understand what makes them prefer to act in a given way. And understanding this, they can often make themselves more effective.

Human relations today has its iconoclasts and believers, critics and supporters, detractors and zealots. This is not surprising; for during the past twenty years, numerous research groups have burgeoned, and many individual investigators have become most active in the field. There has been a fantastic outpouring of professional and popular books and articles, untold new or revised college and university offerings, a plethora of in-plant training courses, a growing number of training laboratories and seminars, and a seemingly ever-increasing schedule of meetings and speeches—all concerned, in whole or in part, with "human relations."