1. IntroductionLidl is a food retailer with its roots in the 20th century, having been founded in Germany and expanding into the UK in the early 1990s, with astonishing growth in the 21st century, a century of change. Since its founding and also in the future, revolutionary leadership and exceptionally organized management have grown to underlie Lidl's success and have encouraged one of the largest grocery market share holders in Germany to reach 4.6% of the share of market in the UK in September 2016. Its competitors include the German food retailer Aldi, but also the British “Big Four” Tesco, Sainsbury's, Asda and Morrisons. According to Hett of n-tv (2016), "German discount stores are conquering foreign countries",1.)In the following elaboration we will discuss and evaluate theories and principles of leadership and management with examples from Lidl UK, as well as different leadership styles and how motivation and empowerment translate into overall company performance, depending on job satisfaction, commitment and reward strategies, all merging into the personal but also professional evaluation of individuals who are ultimately as important as the leaders and managers they are following their journey to improvement and success.2. Lidl UK's leadership and management theories and principles and leadership principles are the strategic creation of visions. It's about not just having an idea, but an idea that becomes the mission to push Lidl UK forward and in the right direction to improve and lead, considering external influences, such as the economy, and future trends, such as customers persuading others your vision requires knowledge and a clear strategy (Business Dictionary). Leadership is a natural quality that emerges as responsibility in exchange for having followers with, in return, followers creating a leader. Concluding that leadership in general cannot be taught, according to Trait Theory, we argue that it is different characteristics in different situations that result in good leadership. Trait theory emphasizes that there is a certain type of person who makes a good leader, where the deciding factor is: having or not the distinctive qualities of being a leader. Despite this, it is still possible to train to become an effective leader. External and internal influences impact effectiveness and must be taken into account to be successful. Which brings us to behavioral theory, thinking about what a good leader actually does. Kurt Lewin developed three types of leadership such as the autocratic leader who is a creator, someone who makes decisions without consulting others. In contrast, the democratic leader who consults with others (a team, for example) before making a decision. Laissez-faire leaders, as the name suggests, occasionally let other people make decisions, but they don't