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Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Freight have all utilized reinforcement to increase productivity. Empirical research covering the last 20 years recommends that support theory has a 17 percent increase in efficiency. Furthermore, many support techniques such as using appreciation are low-cost, providing higher performance for lower costs.

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Social researchers argued that history was more than the result of intervention of excellent males as Carlyle recommended. Herbert Spencer (1884) (and Karl Marx) stated that the times produce the individual and not the other method around.  servant leaders  presumes that different situations call for different qualities; according to this group of theories, no single optimum psychographic profile of a leader exists.

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Building upon the research study of Lewin et al., academics started to stabilize the descriptive designs of management environments, specifying 3 management designs and recognizing which situations each style works better in. The authoritarian leadership design, for instance, is authorized in periods of crisis but fails to win the "hearts and minds" of followers in everyday management; the democratic leadership design is more sufficient in situations that require consensus structure; finally, the laissez-faire management style is valued for the degree of flexibility it provides, but as the leaders do not "take charge", they can be viewed as a failure in protracted or thorny organizational issues.

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