完全控制的策略不起作用:领导者在公司中使用完全控制的风格，这样他们就可以在等级组织结构中强加官僚文化，但是这种文化降低了个体精神(Lukaszewski, 2008)。昆士兰卫生部门的员工受到严格控制，一些员工评论说:“一切都是自上而下控制的，有时在这样的环境下呼吸会变得困难。”组织文化类型将是第一个框架工作，可用于解释昆士兰卫生保健组织的问题。加强组织文化的框架也可以用在这个讨论中。路径目标理论等领导理论可以与hersee – blanchard情境领导理论一起用于讨论。这一理论是建立在一种特定的领导风格的基础上的，这种领导风格适合组织的环境。领导者的行为最适合员工的技能和组织的文化。
领导者的行为有助于实现目标。路径目标理论认为，领导者的主要目标是提高员工的积极性、满意度和士气，使他们能够成为组织中富有成效的成员(Omari, 2013)。该理论分为两个维度或支柱:领导风格和成熟度水平。领导风格分为四种领导风格:讲、卖、参与和授权(Cavinto, et al. 2006)。在成熟度级别,组织的基础上,提出四个维度:意愿的任务,主管要做的任务,但成员不认为他们能做到,成员无法做的任务缺乏能力和意愿,而是他们想要这样做(Northhouse, 2004)。组织文化类型分为宗族型、灵活型、市场型和等级型。在氏族中，大家庭是由养育和指导的。在Adhocracy中，价值创新和风险承担是存在的。在层次结构中，存在稳定性和效率，在市场价值竞争中存在结果导向(Fraser and Simkins, 2009)。
Tactic of total control was not working: leaders used the style of total control in the company so they can impose the bureaucratic culture in the hierarchical organization structure but this culture decreased individual spirit (Lukaszewski, 2008). At Queensland health employees were controlled tightly and some of the employees commented that: “everything is controlled from the top and sometimes it becomes difficult to breathe in such setting”.Organizational cultural types will be the first frame work that can be used for explaining issues in Queensland health care organization. Framework of strengthening organizational culture can also be used in this discussion. Leadership theories like path goal theory can be used in the discussion along with Hersey-Blanchard situational leadership theory.This theory is based on a specific style of the leader that is fitting to the environment of the organization. The behaviour of the leader is best fit with the skills of the employees and culture of the organization.
Behaviour of the leader is helpful in achieving the goals. Path goal theory discusses that the main goal of leader is to improve employee motivation, satisfaction and morale so that they can become productive members at the organization (Omari, 2013). This theory is divided into two dimensions or pillars: leadership style and maturity level. Leadership style is divided among four leadership styles of: Telling, selling, participating and delegating (Cavinto, et al. 2006). In maturity level, groups are posited on the basis of four dimensions of: willingness of the group to do the task, competent to do the task but members do not think that they can do it, inability of the members to do the task for the lack of competency and willingness but they want to do it (Northhouse, 2004). Organizational cultural types are divided by Clan, Adhocracy, Market and Hierarchy. In Clan, extended family is present with nurturing and mentoring. In Adhocracy, value innovation and risk taking is present. In hierarchy, stability and efficiency is present and in market value competition and result orientation is present (Fraser and Simkins, 2009).