It is often said that leadership is not a position or a title but actions and examples. It nay be to your delight at the way the author chose to end this practical and insightful book with the question: "What kind of leader do you want to be?" The wisdom, practical applications, and examples on How to become an Effective Leader, point us in the direction to earnestly answer that thought-provoking question. Whether we are called to lead in our career, in a firm or on a board; our community; our homes or an organization—formally or informally—we strive to be the best version of ourselves. As leaders and communicators, it is advantageous for us to be effective at both. Terrence Griffith espouses that we must be the leaders that are needed in particular situations. How we are perceived by our followers, colleagues, neighbors, or family members in that role, is largely based on how effective we are in service to others. It is fair to posit that our goal, when we take on or are thrust into a leadership role, is to be successful at the task of producing a decisive effect. Griffith has taken the time to outline some excellent scenarios, personal experiences, principles, and procedures, which when applied can help us become effective leaders. While they are not strictly prescriptive, the examples can be used in our personal growth plan to discover the leaders we truly are. As the Reverend reminds us, effective leadership is not many of the things that we have come to associate with it, but it is impactful, motivational, visionary, empathetic, firm and achieved with bold and steady determination; in other words, it is marked by resolve.

It is often said that leadership is not a position or a title but actions and examples. It nay be to your delight at the way the author chose to end this practical and insightful book with the question: "What kind of leader do you want to be?" The wisdom, practical applications, and examples on How to become an Effective Leader, point us in the direction to earnestly answer that thought-provoking question. Whether we are called to lead in our career, in a firm or on a board; our community; our homes or an organization—formally or informally—we strive to be the best version of ourselves. As leaders and communicators, it is advantageous for us to be effective at both. Terrence Griffith espouses that we must be the leaders that are needed in particular situations. How we are perceived by our followers, colleagues, neighbors, or family members in that role, is largely based on how effective we are in service to others. It is fair to posit that our goal, when we take on or are thrust into a leadership role, is to be successful at the task of producing a decisive effect. Griffith has taken the time to outline some excellent scenarios, personal experiences, principles, and procedures, which when applied can help us become effective leaders. While they are not strictly prescriptive, the examples can be used in our personal growth plan to discover the leaders we truly are. As the Reverend reminds us, effective leadership is not many of the things that we have come to associate with it, but it is impactful, motivational, visionary, empathetic, firm and achieved with bold and steady determination; in other words, it is marked by resolve.