Spider Web, Horizontal Web and Electric Fence are all great for leadership as each of them require a unified effort to achieve your goal.  Any activity that requires a unified and concerted effort of the team is a winner. What have you learned from this activity that you can apply in life?  Go around the room and have each person say one thing.
MOST IMPORTANT - when you ask questions, be sure they are open-ended questions and not close-ended questions.
Autocratic leadership is an extreme form of transactional leadership, where a leader exerts high levels of power over his or her employees or team members. For some routine and unskilled jobs, however, this style can remain effective where the advantages of control outweigh the disadvantages. A charismatic leadership style can appear similar to a transformational leadership style, in that the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving others forward. However, a charismatic leader can tend to believe more in him or herself than in their team. This French phrase means "let them do" and is used to describe a leader who leaves his or her colleagues to get on with their work.
This term, coined by Robert Greenleaf in the 1970s, describes a leader who is often not formally recognized as such. Supporters of the servant leadership model suggest it is an important way ahead in a world where values are increasingly important, in which servant leaders achieve power on the basis of their values and ideals.
This style of leadership starts with the premise that team members agree to obey their leader totally when they take a job on: the transaction is (usually) that the organization pays the team members, in return for their effort and compliance.
Team members can do little to improve their job satisfaction under transactional leadership. Transactional leadership is really just a way of managing rather a true leadership style, as the focus is on short-term tasks. Bureaucratic leaders "work by the book", ensuring that their staff follow procedures exactly. In other situations, the inflexibility and high levels of control exerted can demoralize staff, and can diminish the organizations ability to react to changing external circumstances.
Although a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. As participation takes time, this style can lead to things happening more slowly than an autocratic approach, but often the end result is better. This style of leadership is the opposite of task-oriented leadership: the leader is totally focused on organizing, supporting and developing the people in the leader's team. A highly task-oriented leader focuses only on getting the job done, and can be quite autocratic. A person with this leadership style is a true leader who inspires his or her team with a shared vision of the future.
The transformational leadership style is the dominant leadership style taught in the "How to Lead: Discover the Leader Within You" leadership program, although we do recommend that other styles are brought as the situation demands. While the a specific leadership approach is often highly effective, there is no one right way to lead or manage that suits all situations.
The organizational environment (stable or radically changing, conservative or adventurous).
A good leader will find him or herself switching instinctively between styles according to the people and work they are dealing with.
For example, the manager of a small factory trains new machine operatives using a bureaucratic style to ensure operatives know the procedures that achieve the right standards of product quality and workplace safety. Signup for our newsletter and get access to free downloads, as well as team building tips, tricks and resources. Subscribe to Michelle’s updates and receive her 13-part “Leadership Insights” video series FREE. When it comes to managing employees who have seemingly tuned out, shut down and stopped contributing, it is easy to understand why leaders and managers become frustrated, abandon hope of a turnaround, and give their attention to the more engaged team members.
The truth is that we make up our minds about people based on our perceptions and experiences.
There is no question that negativity is one of the most destructive forces operating in the workplace. During a recent leadership workshop, an attendee shared an example of working with a long-term employee who became antagonistic during a complex salary negotiation. As we worked through strategies to manage the issue, another participant asked how his colleague could re-frame the situation. By suspending judgment, remaining open and above all, being willing to shift your perspective, you can see others in a new light.
In many industries, the collapse of the implied contract after decades of widespread downsizing and offshoring, along with sporadic instances of financial malfeasance and chicanery, has decimated the trust, confidence, and affinity in business that everyone took for granted a couple of generations ago. Any organization whose culture is characterized more by suspicion than by trust, confidence, and affinity is not likely to succeed for long at much of anything. Further, for a couple of very compelling reasons, a culture of suspicion can readily grow out of the managerial process itself. For one thing, good managers will focus on meeting pre-determined expectations: a budget, a quota, a deadline, or a standard. For another thing, many managers rely on the legal authority of their position, and the asymmetrical power it reflects, for their moral authority. Managers and employees alike would both be better off to acknowledge the difficulty but also the enormous value of trust in the workplace.
Roger D'Aprix: Communicating for ChangeThis little volume by the redoubtable Roger D'Aprix laid the foundation for approaching organizational communication as a process. Dale Carnegie: How to Win Friends & Influence PeopleAlmost 75 years old, this book is the epitome of a modern classic. David McCullough: John AdamsHistory buffs will tear through this extraordinary 700-page book in a week—or two weeks at the most.
Max Depree: Leadership JazzIt's hard to go wrong with anything that Max DePree has written. Frankly, I was expecting a shallow, even superficial, ghost-written book that basically said: "I'm so pretty.
Altogether, LEAN IN is a very impressive book that belongs where it is on top of The New York Times best-seller list, and it is a perfect graduation gift to anyone, male or female, entering the work force. David Herbert Donald: LincolnThis is an excellent treatment of the life of Abraham Lincoln, and I highly recommend it for history buffs.
Tim Sanders: Love Is the Killer App: How to Win Business and Influence FriendsTim Sanders, a former Yahoo! Albert Mehrabian: Nonverbal CommunicationBoth the nature and the impact of nonverbal communication are frequently misunderstood. Walter Isaacson: Steve JobsWalter Isaacson's fabulous new biography of the late Steve Jobs is a terrific read, and I can recommend it enthusiastically to anyone with even a passing interest in business, leadership, or technology—or even, I am tempted to add, narcissistic personality disorders. Charles Handy: The Age of ParadoxOne of the great management thinkers of the 20th century, Charles Handy offers a tour guide through the complexities of paradox. Ken Follett: The Pillars of the EarthOne of the few novels I can recommend for its insights on leadership, "The Pillars of the Earth" is a rip-roaring historical thriller set in medieval England. 12 Angry Men (Sydney Lumet, 1957, 96 minutes)To my thinking, no film captures the challenge and opportunities of leadership better than "12 Angry Men," especially the original 1957 black-and-white version. This taut drama is set entirely in a sweltering jury room, as the twelve jurors deliberate the fate of a young Puerto Rican murder defendant. Most of the time, leadership in the group shifts until whomever is loudest gets listened to by everyone else. People within the team are given few opportunities for making suggestions, even if these would be in the team's or organization's interest. Because of this, autocratic leadership usually leads to high levels of absenteeism and staff turnover.
This can create a risk that a project, or even an entire organization, might collapse if the leader were to leave: In the eyes of their followers, success is tied up with the presence of the charismatic leader. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly.
When someone, at any level within an organization, leads simply by virtue of meeting the needs of his or her team, he or she is described as a "servant leader".
Others believe that in competitive leadership situations, people practicing servant leadership will often find themselves left behind by leaders using other leadership styles. As such, the leader has the right to punish team members if their work doesn't meet the pre-determined standard. It has serious limitations for knowledge-based or creative work, but remains a common style in many organizations.


This is a very appropriate style for work involving serious safety risks (such as working with machinery, with toxic substances or at heights) or where large sums of money are involved (such as cash-handling). This not only increases job satisfaction by involving employees or team members in what's going on, but it also helps to develop people's skills.
It can be most suitable where team working is essential, and quality is more important than speed to market or productivity. He or she will actively define the work and the roles required, put structures in place, plan, organize and monitor. The transactional leaders (or managers) ensure that routine work is done reliably, while the transformational leaders look after initiatives that add value. The same manager may adopt a more participative style of leadership when working on production line improvement with his or her team of supervisors.
After all, dwelling on the negative employee is an energy drain, hinders our effectiveness and takes a toll on managing higher priorities.
The usual default position of leaders who give up on unproductive employees is based on the premise that they are simply too much work.
The other day, I found one while listening to a golden oldie on my iPod, and it came from Elvis Presley. But with a little imagination you can see striking parallels to a dysfunctional corporate culture, too. Nonetheless, the social carnage that other companies have left in their wake is problematic for you. It's a little like noxious weeds sprouting in a well-tended garden of rich, fertile loam.
So they are usually on the lookout for any early sign of failure, in order to correct it in time. These managers are often disinclined to invest the extra time and attentiveness it takes to nurture relationships with subordinates, especially at the ground level. It is mandatory reading for anyone in an advisory capacity on communication to senior executives.
Kotter: Corporate Culture and PerformanceIt wasn't all that long ago that corporate culture was pooh-poohed as academic and irrelevant to a company's real work. The thesis distinguishes between rich dialogue and chaotic discussion, and it calls for more humanity, creativity, and collaboration in the workplace. Read it for the insights it offers on framing, a powerful forensic device for recasting discussions, dialogues, and debates.
I have always had some reservations as to the research framework behind this book, but its lessons make so much common sense, I set aside any doubts I may have.
Moreover, he seems to regard as leaders only those individuals at the very summit of an organization. It sets forth seven fundamental shifts in perspective and language, which the authors believe will make our companies better places to work and all of us better colleagues to work alongside.
It is the diary of Jerry Kramer, an offensive lineman on the legendary Green Bay Packers of the 1960s, perhaps the best American football team ever.
A gifted writer with a remarkable talent for both narrative tension and historical detail, McCullough has crafted a masterpiece, a compulsively readable chronicle of a little-understood founding father.
My well-worn copy had print the size of a roadside billboard, which made it easy to read even on a bumpy airplane flight. Kotter: Leading ChangeHarvard professor John Kotter is that rare academic who understands how communication works—and so often fails to work—in the real world of business.
It is a serious, well-written (yes, she did have some help), and well-researched (more help) book, and it is a very compelling analysis of the challenges and real opportunities that women face on the job. Given a choice between starting a team of the five best players or a team with five players who played their best basketball together, he would take the latter.
Now I wish I would have read it when it was published in the 1990s--and certainly before I visited South Africa to speak twelve years ago. Frankl: Man's Search for MeaningWhat can you say about a book that has sold 12 million copies? Gardner: On LeadershipI first read this book in graduate school more than 25 years ago, and I continue returning to it for timeless wisdom on leadership. Schein: Organizational Culture and LeadershipEdgar Schein's name is synonymous with the work he explores in this seminal book. The book is marvelous, and its appendices of lists and suggestions are especially valuable. Isaacson duly credits the Apple founder with a long list of triumphs, but his biography of Jobs is anything but servile or sycophantic. But the essential lesson of vibrant collaboration and broad constituencies is as valuable today as ever, and it is as applicable in business as in government and politics.
I took delight in the entire book, but I have especially used the inside-out doughnut (explained in Chapter 4) to think through and collaborate on some fundamental paradoxes in leadership and management. If you read it when it was first published in 2000, or if you missed it then, pick up the 10th Anniversary Edition and see what you have forgotten, or missed the first time around. In this slim volume, he explains why and how companies need to talk straight with employees.
Moises Naim draws intriguing examples from the Gates Foundation, al Qaeda, hedge funds, the rise of charismatic and Pentecostal religions, Silicon Valley startups, and even the recent explosion of teenage grandmasters in chess to document his subtitle. For any senior manager who doubts the importance of clear, compelling, credible communication, begin here.
This, his first book, is the apotheosis of non-fiction writing, and it is important to anyone in business. Rockefeller, Sr.This is one of those big, marvelous biographies that you don't want to end. Every chief executive--indeed, every manager--should read it and then reread it once a year. It's for anyone who is tired of being a drone and who has a compelling idea for the future.
Senator (from Illinois) Orville Browning, and the unlikeliest of all, Secretary of State William Seward, a rival (and the odds-on favorite) for the Republican Party's presidential nomination in 1860. Luntz's focus is on rhetoric in American political debate, but many of his principles and even some of his examples are applicable to business here and abroad. Also, the team's output does not benefit from the creativity and experience of all team members, so many of the benefits of teamwork are lost. As such, charismatic leadership carries great responsibility, and needs long-term commitment from the leader. Most often, laissez-faire leadership works for teams in which the individuals are very experienced and skilled self-starters. In many ways, servant leadership is a form of democratic leadership, as the whole team tends to be involved in decision-making. Alternatively a transactional leader could practice "management by exception", whereby, rather than rewarding better work, he or she would take corrective action if the required standards were not met. Employees and team members feel in control of their own destiny, and so are motivated to work hard by more than just a financial reward. However, as task-oriented leaders spare little thought for the well-being of their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and retaining staff.
They don't necessarily lead from the front, as they tend to delegate responsibility amongst their teams.
While most of the leadership team thought the employee had lost his passion, the newer manager felt differently. Indispensable Lessons in Business & in Life and founder of the Lead Yourself First Institute. All companies find it difficult to enlist the enthusiastic support of employees who suspect they are getting, or who expect to be getting, the short end of the stick.
But when times turn difficult, or when competition or innovation redefines the marketplace, the same company will very likely encounter more than its share of difficulty. But their constant, anxious vigilance can be seen by employees as doubt or even distrust in them.
Lincoln: A BiographyAnyone with an interest in leadership should make a high priority of reading this splendid book.
We now know just how important it is and, thanks to this book, just how difficult it is to manage.
Here he turns his attention to solid research on human motivation, and along the way he tells more than a few fascinating anecdotes about what motivates chimpanzees and rats, too. Aside from that, however, Baldoni has few peers as an authority on how highly visible leaders convey their vision of the future.


The narrative builds like fiction, culminating in the phenomenal Ice Bowl game for the National Football League championship, played in subzero cold and won by the Packers on a quarterback sneak in the final seconds.
Kennedy is a riveting, insightful, fascinating read that doesn't flinch from JFK's emotional isolation, casual extramarital affairs, and diplomatic naivete.
John Adams embodied important aspects of leadership, but, like all leaders, he was flawed and imperfect as well. The structure they offer for leadership is partly responsible for our own at Arceil Leadership. To understand leadership, you simply must read this book, which earned its author both a Pulitzer Prize and the National Book Award. Part of it is a Bill Cosby call to women themselves to be more assertive and take more responsibility for their careers, but part of it is a lambasting of the insensitive clods who run so many businesses, such as the Wall Street investment banker who had never attended a presentation by a woman, or the consulting client who wanted to set up the author with his son. You may have to look pretty hard for it as it may be out of print, but your search will be well-rewarded. The author, the widow of the late Lincoln scholar David Herbert Donald, captures the big life of America's first modern president.
The Boston Globe suggested that this book should be read by every person alive, and I certainly agree. He calls for more compassion, more cooperation, and more collaboration in the workplace, and he presents a compelling business and moral case for it. Before you parrot the counterfeit currency that 55 percent of all interpersonal communication is a function of body language and facial expression, another 38 percent a function of tone of voice, and only 7 percent from words, read this book. Drawing from literature, history, and religion, Greenleaf marshals a powerful argument for leaders to regard themselves as servants of the people they would lead.
Rather it is bracingly candid, finely balanced, richly insightful, and powerfully revealing.
I have long believed that leaders can lead more effectively through good questions, and Fadem provides the technical ballast to do just that.
But it also required certain gifts for leadership that are all too rare: an appreciation for the moment, an instinct for the possible, a talent for finding the right word.
I do have some qualms that Naim's thesis doesn't fit certain industries (such as banking or energy, both of which are more concentrated than ever), and I wasn't quite satisfied with Naim's limited policy prescriptions. This little book reads like a blog, probably because Godin is one of the most successful bloggers out there. Looming large in the background is Lincoln's tumultuous wife, Mary, who casts judgment on all her husband's friends. You can read it in a couple of nights, it is so well-written, and yet it is a summary of academic research. But best of all, "12 Angry Men" is a case study in Socratic leadership—in other words, leadership by means of asking provocative, probing questions that compel people to rethink their assumptions and beliefs—and it is all about leadership through effective communication. Unfortunately, it can also refer to situations where managers are not exerting sufficient control. Task-oriented leaders can benefit from an understanding of the Blake-Mouton Managerial Grid, which can help them identify specific areas for development that will help them involve people more. While their enthusiasm is often infectious, they can need to be supported by "detail people". He chose to view his employee through a fresh lens and by doing so, was able to gain his support, trust and co-operation.
Some employees will take it personally and return the volley with doubt and distrust of their own.
But the absence of frequent, casual, authentic face-to-face conversation is another dynamic that can breed a sense of distance and suspicion among employees.
As far as I am concerned, it is the best one-volume biography of Abraham Lincoln you'll find in any library or bookstore. Untouched by her cold husband for nine years, Catherine II took a succession of a dozen lovers before and during her reign.
It emphasizes the importance of a leader's credibility as perceived and judged by potential followers.
Kramer devotes much of his book to the team's love-hate relationship with their coach, Vince Lombardi. I recommend you read the book before you watch the HBO series, but the TV production is also mesmerizing, with splendid performances by Paul Giamatti as passionate if self-absorbed John Adams, Laura Linney as the strong-willed Abigail Adams, Stephen Dillane as Thomas Jefferson, and Tom Wilkinson as Benjamin Franklin. Well, you can't actually, but you can always dream." After all, it's written by the Gen X chief operating officer at Facebook (thus it should be shallow) and an alumna of Harvard (thus it should be arrogant). Born to wealth but determined to earn his station, TR is rancher, author, soldier, father, politician, hunter, and explorer. In my own lifetime of reading, I cannot recall a more important book or a more humane, compassionate book that tells us more about servant leadership, the human spirit, and the power of empathy and redemption. Published in 1977 and somewhat dated by now, Servant Leadership is nevertheless as vital in the 21st Century (arguably even more so) as it was a generation ago. As insistently iconoclastic and innovative as Jobs was, he was also a temperamental tyrant, whose frequent tirades reduced colleagues and competitors alike to self-doubt, paralysis, and years or even decades of hostility that didn't have to be.
They open the book with a compelling metaphor you cannot forget: An airplane pilot flying with only a single instrument gauge—for altitude, perhaps—without instruments for direction or speed or air pressure. David Remnick, editor of The New Yorker, digs deep into Obama's history to find the wellspring of those gifts.
White) also wrote "Charlotte's Web." This book belongs at the fingertips of anyone who writes anything, even a Twitter tweep. Ken Follett knows how to transport a reader to a different time and place, and he does it magnificently here. Published in 2009, it is colorful and fluid, and it is easily accessible by anyone with even a passing interest in Lincoln, U.S. One of them was the legendary Gregory Potemkin, whom Massie speculates she may have actually married after ascending to the throne. White for that honor.) Professor Donald brings you into the Illinois frontier of the 1830s and 1840s, into the small-town squares for the legendary debates between Lincoln and Stephen A.
Oh, and if you're a fustrated wanna-be author, you should take note that more than 50 publishers rejected Covey's book proposal.
In reading Steve Jobs, you just want to grab the man by his black Issey Miyake turtleneck and shake some empathy into him. Similarly, by focusing only on profit, companies undervalue the importance of other metrics such as customer satisfaction, inventory, quality, and the costs of packaging, shipping, training, and so much more.
Suffice to say that much of what you think you know about Rockefeller is wrong, and there is so much that you don't know. Eisenhower (brother of President Dwight Eisenhower) in the Afterword to the effect that leaders need confidants to help them "think out loud." That is so very true.
Experiential activities help us see leadership in action and talk about different kinds of leadership.
Catherine was far ahead of her time, as she gave life to the ideas of Enlightenment thinkers like Voltaire, beat our own Founding Fathers to the articulation of natural rights, sought to free the serfs three generations before our Emancipation Proclamation, laid the groundwork for the Hermitage, and led Russia kicking and screaming into the modern era. Douglas, into the White House as the Civil War rages all around, and even into the presidential box at Ford's Theater. I wish Mandela would have addressed (if only briefly) the Sullivan Principles, the 1994 genocide in Rwanda, and his own regard for Thabo Mbeki, who eventually succeeded him as president. I was struck by the awful role model of his father, a bigamist and patent-medicine quack; by the early history of the Standard Oil Co. In particular, I really liked White's analysis of Lincoln's communication: the intense work that went into every sentence of a proclamation or a speech, Lincoln's appreciation of rhetorical devices and his empathy for readers and listeners, and his expectation that people generations later would read his words.
Also, because this book was published in the mid-1990s, it couldn't discuss his tenure as president, or the vital role played by the Truth and Reconciliation Commission, or Robert Mugabe's tyranny and the popular support for Morgan Tsvangirai in neighboring Zimbabwe, which became clear a few years later. All in all, this is an extraordinary book about an extraordinary leader who lived in extraordinary times, and to whom we Americans owe so much of our national identity and heritage. Yet far from decisive, Jobs would take forever to make simple decisions that take other people hours or even minutes.
All in all, "Long Walk to Freedom" is indeed a book that everyone (and especially anyone who aspires to lead) should read. Highly recommended for any history buff, and especially to anyone with an interest in leadership.



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