Often described as the “lazy” style, laissez-faire leaders aim to empower their followers to make decisions and complete their tasks as best they can believe (Linstead, Fulop, & Lilley, 2009). Dwyer (2009) states that although followers make their own decisions, the leader will continue to support and coach their followers when required. The benefits of this are undoubtedly clear; followers become more engaged and are more invested in achieving a positive outcome. However, this style can be completely ineffective when used with inexperienced groups who lack direction and motivation (Kossen, Kiernan & Lawrence, 2013). This leads followers to not complete their tasks and feel resentful towards their leader for leaving them with more than their skill level is equipped for (Dwyer, 2009). A laissez-faire style would work best in a small group, with a high skill set, who have potentially worked together before. An example of a leader who has successfully used the Laisse-faire leadership style is Warren Buffet. Surrounding himself with highly trained followers in their areas, Warren was known for allowing his followers to make mistakes so they could learn from them (Advise America,