Leadership Style And Organizational Structure In The Context Of Mintzberg'S Vision

World experts and practitioners have in unison noted the existence of an outsized gap in terms of the structural evolution of an enterprise towards the changes in the environment in which it evolves. This discordance is caused, on the one hand, by the difficulty encountered in identifying the action of the contingent factors as, in particular, the way in which is administered the actual change of the structure, on the other hand. From this perspective, the change can be integrated into the structure or may be imposed as a result of crisis. If management provides order and organizational coherence through planning by designing structures and result controlling, leadership is concerned about managing the change. Leaders come with a vision that sets a direction, communicate it to the employees and ensures alongside them, the objectives achievement. Leadership theories have accompanied and paved this difficult path, striving to highlight the most appropriate style for a dynamic context and difficult known in all its complexity. Based on the knowledge provided by the situational leadership theories, of the contingency, of the critical path and transformational leadership, this study intends to highlight, through careful analysis and connection with Mintzberg's theory, the connections that may occur between the leadership style and the type of organizational structure providing some benchmarks that meet efforts.