Lewin's leadership styles include autocratic, democratic, and laissez-faire styles. Autocratic leaders make quick decisions without input but can demoralize staff. Democratic leaders involve team members in decisions and encourage creativity but may not be best for quick decisions. Laissez-faire leaders provide freedom and support but teams need self-motivation and skills. Good communication is important for leaders - they should prepare messages considering the recipient, deliver messages with conviction, receive feedback openly, and evaluate effectiveness. Barriers to communication include lack of respect, unclear purpose, wrong medium, assumptions, ignored emotions, and intimidation. Servant leadership focuses on serving the team and mission over self-interests.

1. WHY GOOD LEADERS
MAKE YOU FEEL SAFE
The best organizations foster trust and
cooperation because their leaders build a
Circle of Safety. This safe culture leads to
stable, adaptive, confident teams, where
everyone feels they belong. – Simon Sinek

2. Lewin's Leadership Styles
Autocratic leaders
- Make decisions without consulting their team members.
- Appropriate when you need to make decisions quickly.
BUT
- However, this style can be demoralizing, and it can lead to
high levels of absenteeism and staff turnover.

3. Lewin's Leadership Styles
Democratic leaders
- Make the final decisions, but they include team members
in the decision-making process.
- Encourage creativity, and people are often highly
engaged in projects and decisions.
BUT
- This is not always an effective style to use, though, when
you need to make a quick decision.

4. Lewin's Leadership Styles
Laissez-faire
- Team members a lot of freedom in how they do their work,
and how they set their deadlines.
- They provide support with resources and advice if
needed, but otherwise they don't get involved.
BUT
- Can be damaging if team members don't manage their
time well, or if they don't have the knowledge, skills, or
self motivation to do their work effectively.

5. Imagine a world in
which trust and loyalty
are the rule rather than
the exception.

6. Good Leaders, Good Communicators
Prepare how you’ll communicate
Clarify the goal of the communication.
Plan carefully before sending it or meeting in person.
Anticipate the receiver’s viewpoint and feelings.
Deliver the message
Express your meaning with conviction.
Relate the message to your larger goals.
Identify the action to be taken.
Confirm the other person understands.

7. Good Leaders, Good Communicators
Receive the message
Keep an open mind.
Identify key points in the message.
Value constructive feedback and use it to grow.
Confirm your understanding.

8. Good Leaders, Good Communicators
Evaluate the effectiveness of the communication
afterwards
Take corrective action as necessary

9. Barriers to Effective Communication
• Lack of respect by either party for the other.
• Poorly defined purpose for the communication.
• Failure to establish the best medium for the
communication (e-mail and cell phones are NOT
the best ways to communicate serious material).
• Assumption that the listener receives the message.
• Ignored emotions or sensitivities.
• Failure to get on the listener’s level of
understanding.
• Intimidation by either party.

10. WHAT IS SERVANT LEADERSHIP?
The servant-leader is to serve first and
conscious choice brings one to lead.
- Robert K. Greenleaf

11. Bad Boss vs. Good Leader Image

12. Role of the Team: The Bad Boss expects the team to
serve them. The Good Leader serves the team.
Command vs. Participate: Bad Bosses command others
to do what they are no longer willing to do themselves.
Good Leaders never ask from the team, what they are
unwilling to do themselves.
Role of the Mission: Bad Bosses sit on top of the mission.
They use the mission to promote themselves. In contrast,
Good Leaders focus on the mission for the mission’s sake.
Expectations of Self: Bad Bosses expect to reap rewards
from the hard work that got them to their position. The
Good Leader understands the workload only increases as
they progress.

13. The 5 Love Language

14. • This language uses words to affirm other people.
• For these people, actions speak louder than words.
• For some people, what makes them feel most loved is to
receive a gift.
• This language is all about giving the other person your
undivided attention.
• To this person, nothing speaks more deeply than
appropriate touch.

15. Common Team Problems
FRAGMENTED TEAM
TEAM IS NOT PRODUCING
TEAM IS UNMOTIVATED
ONE PERSON DOMINATES THE PROCESS
ONE TEAM MEMBER IS TOO QUIET
OVER-DEPENDENCY ON TEAM LEADER
CONFLICT AND ARGUMENTS
LACK OF INTEREST
TOO MUCH ACCOMMODATION/AGREEMENT

16. START WITH WHY

17. Four Way Test
Of the things we think, say or do
1. Is it the TRUTH?
2. Is it FAIR to all concerned?
3. Will it build GOODWILL and BETTER
FRIENDSHIPS?
4. Will it be BENEFICIAL to all concerned?

18. Sources
http://distancelearning.anglia.ac.uk/blog/type-business-
development-manager/
http://www.mindtools.com/pages/article/newLDR_84.htm
http://www.reliableplant.com/Read/12675/communication-
most-important-key-to-leadership-success
https://greenleaf.org/what-is-servant-leadership/
http://modernservantleader.com/servant-leadership/bad-
boss-vs-good-leader-image/
http://www.5lovelanguages.com/
http://www.innovativeteambuilding.co.uk/basic-team-
working/