The Competitive Values ​​Framework was created by Quinn and Rohrbaugh. Highlights the organizational problems and choices faced by managers. The framework is divided into various managerial roles corresponding to situations, as well as specific organizational environments. For example, facilitator and mentor roles rely on cohesion and morale to foster human resource development within the organization. While innovator and intermediary roles rely on flexibility and readiness to receive the growth and resources needed to build an effective organization. Director and producer roles are more applicable for planning and goal setting skills and will result in productivity and efficiency. The roles of monitor and coordinator are intended for information management and communication. The framework can also be divided into two main roles. The first four mentioned above are the transformational roles and the last four are the transactional roles (Belasen, 1996). Transformational roles are more focused on bringing about changes and developments, while transactional roles have a strong emphasis on managerial authorities. The key to becoming a master manager is to be a successful manager capable of performing each role in order to cope with all the difficulties a manager faces (Quinn, 1988). A successful manager is also someone who is perceived by others as performing all eight roles more frequently than a typical manager and recognizing each of its importance in depth (Denison, 1995). A study by Bono (2004) also shows that giving importance to any specific work environment, such as a rational goals model, can reduce the effectiveness of other areas. Denison and Spreitzer (1991) state that when a manager does not provide... half of the paper...d learning styles (Bono, 2004). Likewise, not all managers face the same environments and organizational demands. It is therefore necessary to take into consideration all these factors, which are experiences, characteristics, work styles, attitudes to determine the future of a particular manager. Although, in reality, it may be difficult to determine them since we do not know to what extent we are able to determine the success of a manager. However, in most organizations, interpersonal, administrative, work-focused factors, and emotional stability are the most important factors in determining leadership effectiveness (McCormack, 2002). Furthermore, it is also correct to say that one of the reasons that lead to failure of managers is stress. While stress seems to be a huge factor in a work environment, in this case it is only a small factor in our determination.