A Leadership Fable by Charles Manz Illustrated by Jeevan Sivasubramaniam

      Have you ever wrestled with the challenges of being a leader? Have you ever struggled to find the right leadership approach when you have been in charge of someone else, a group, or of a project of some kind? If you’ve ever been “in charge” – even for only a brief time – at work, in your community, in your family, on a sports team, or in any of the various other aspects of your life, this book is for you!       In a moment, you will begin reading a fable. It tells the story of a man struggling to find a leadership approach that works for him and those he leads. It suggests some different ways of lead- ing ... and their potential consequences. While there are literally hundreds of management theories, this story captures perhaps the most prevalent alternatives to the actual practice of leader- ship.       The fable is intentionally written in a lighthearted, rhyming style similar to that used by Dr. Seuss. I hope you enjoy the story and have fun with it. More importantly, I hope you realize that it has some very important lessons to remember and apply. You will find that there is much to be learned from one person’s quest to find the ingredients of successful leadership in the face of some very significant challenges. I^NTRODUCTION ~5~

      As the story unfolds, the leader of a struggling company with great potential tries several leadership approaches – all in an attempt to get his employees to do what he wants and thinks should be done.       Four primary leader types are introduced during this quest: An autocratic leader who gains compliance from others through fear and intimidation; A reward-focused leader who exchanges incentives for follower compliance; A visionary, inspirational leader who promotes follower commitment to his cause; and finally ... A strikingly new kind of leader – one who leads others to be their own leaders.       You will see how employees respond to these different lead- ership approaches. Sometimes, their responses seem quite posi- tive – at least in the short run. But you’ll see that many unintend- ed and undesirable side effects also surface.       Eventually, the leader receives a profound message from an employee – one that prompts him to redefine what leadership means ... for him and his workforce. Ultimately, he creates an entire company of leaders who exude creativity, solve problems, demonstrate initiative, take responsibility, and lead the organiza- tion into a positive turn around, together.       Enjoy this story and think deeply about its implications for you and those with whom you interact. I wish you much personal success as you learn the powerful secrets of being n n n n The Greatest Leader Who Wasn’t. ~6~