The model of leadership clearly follows our organizational pyramid with Vision, Values and Strategies at the top with the vision being the ultimate experience for the client, values of carrying out business with the client on an interpersonal level and strategy representing the internal Gold Standard program stringently carried out. Organizational competencies and capabilities are represented through the many leadership workshops and programs initiated to bring out the leader from within. Leadership competencies are carried out through interpersonal contact such as behavioral reinforcement and peer pressure. Through the valiant efforts of tenacious leadership the Ritz Carlton grew from one hotel in 1983 to 30 hotels by 1993. The organization if evaluated by the Michigan studies would clearly be labeled one that is about job centered leader behavior the main concern being paying attention to the job at hand and of utmost importance the client. Under Fiedler the Ritz Carlton follows a task oriented leadership style where the first priority is getting the job done and the second being developing solid relations with co-workers. With concern to the Hersey Blanchard Leadership Model the leadership style is one of selling where leadership provides detailed instructions and objectives while standing by in a supportive role. The Ritz Carlton leadership style even clearly applies to the Vroom-Jago Leadership Model as one of the main features of the model delegation fits nicely into the structure of the organization as exclusive responsibility is given to subordinates to carry out tasks and see through goals and expectations. The Ritz Carlton in 1999 started the Ritz-Carlton leadership Center a center devoted to a strong ideology of committed service and leadership. The effort within the organization lies with enforcing a highly trained and motivated workforce that act with direct commitment to striving to conquer the company's goals and values.