Introduction The management’s behavior and attitude towards the subordinates is a crucial indicator of the leadership model that particular management has adopted. Result oriented behavior. The behavior of Lewis towards her employees can be described as one that was geared towards helping them achieve professional growth in their careers. In a situation whereby the stores were not performing well she went straight to work and made tough choices. For instance in a span of 12 months she had replaced 25 employees who were store associates. Lewis was hardworking and her personality was a motivation to the other employees to work hard towards achieving the organizations objectives. Flexibility Her style of management was tight at times but she tended to loosen it with time according to the situations. She was a tough decision maker. At the same time her leadership was full of challenges as she also promoted employees to challenge one another in the course of executing their duties. In her leadership she demonstrated her strategic talents and penetrating mind. She was a manager who liked to inspire the spirit of dialogue and debate on issues so as to dig deep into problems and come up with workable decisions. Her interactions with the employees were intense and hence very much productive. Lewis in her leadership was influential and hence was respected by the employees. This can be attributed to her great insight which she combined with her natural personality. When she was given new appointments like to head the marketing team she worked hand in hand with the employees first by knowing them better and had a desire to learn from their expertise. She achieved this through a lot of questioning and constant meetings with those who reported to her to understand better their roles in the team. Lewis was approachable in the sense that she adopted an open door policy whereby the employees were free to come in and share views with her or even joke with her as long as it was the right thing. She always put on a smile even during tough times as the employees revealed, she was a very positive person even on a bad day. She was very sensitive in terms of reading the minds of the employees for instance when she noticed that the bi-monthly meetings were not productive, she shifted to the one-on-one status meetings where she found that real work was being done. Lewis’s leadership style is related to the path–goal theory. Supportive leadership First of all it is important to mention that her leadership was supportive in a number of ways according to her behavior analysis. In the course of her leadership she showed consideration to the needs of the junior employees under her. She created a free and approachable working environment whereby the workers were free to express their grievances for instance when she adopted open door policy whereby employees could even pop in for jokes with her. Participatory approach Lewis’s style of leadership was participative characteristic of the path-goal theory. Before coming up with decisions she had interactions with the other employees and dug deep into issues so as to incorporate their views and opinions into the overall decision making process. Directive leadership In this discussion it should be known that Lewis leadership was directive in some sense. As she executed her duties she ensured that the employees knew what was required and expected in their duties