In this book, authors Tom Rath and Barry Conchie examine the question "What are the keys to being an effective leader?" » To answer this question, a team examined data collected from Gallup polls. Data comes from interviews with 20,000 senior leaders, more than a million teams, and more than fifty years of Gallup polls of the world's most admired leaders. The authors then asked the team to conduct a study of over 10,000 followers to find out why they follow the influential leaders in their lives. They discovered three key elements in the research. It is, firstly, investing in strengths, secondly, surrounding yourself with the right people while maximizing your team and, thirdly, understanding the needs of your colleagues. First, when a leader focuses on their employees' strengths, the chances of employee engagement will increase. dramatically. This compares to the first chapter of our textbook in that it says that an effective leader is one who helps group members achieve productivity. The second key is that the most effective leaders surround themselves with the right people and maximize their team. The book suggests that when leaders try to be good at everything, they will be good at nothing. Although we often advocate fulfillment, this results in mediocrity. So instead, try to be good at everything, find and know your strengths and hone those skills to become a more effective leader. The authors state that there are four domains of leadership with thirty-four themes divided according to the domains and which explain the real strengths of the leader. The areas are execution, influence, relationship building and strategic thinking. In our manual, all roles except influencing are listed among the ten roles of leadership. ...... middle of paper ...... I hope among the employees. In the absence of hope, employees lose confidence, become disengaged and feel helpless. When a leader can instill hope, especially in difficult times, it gives their followers something to look forward to and see a way out of the chaos. The most effective leaders know better than to try to be someone they are not. They should always be looking for opportunities to reinvest in their strengths. Leaders need to stay true to who they are and make sure they are surrounded by the right people. The book says that those who surround themselves with similar personalities are at a disadvantage compared to those who are secure enough to be surrounded by people whose strengths will complement their own. Although some of the wording is different, much of what is contained in our manual has been proven to be true based on what has been reported in the book Strengths Based Leadership.