I think that depends on the "type" of leader you have.And they don't like teams. They like minions.
"Transformational" leadership (which is all the rage at the moment) is all about empowering your people and working to help them perform to their very best and, as a result, everyone will, as a team, achieve the organisational goals - it's all about inclusion and meetings and training and motivating and stuff like that which persuades and encourages people to perform better.
Some see it as at the opposite end of the spectrum from "transactional" leadership which is all about "Do as I say" sort of stuff based on the power inherent in the leader's position and telling people to do stuff and sanctioning them if they do not (or rewarding them if they perform particularly well ... though this bit is often forgotten).
Unfortunately, organisations at different times in their lives need different approaches - for instance growing and opening up new markets cries out for transformational leadership styles and downsizing and doing nasty stuff cries out for transactional leadership styles ... and though some writers argue that any one individual can learn both, and change between them freely, I suspect that is probably not right and we tend to be what we are and we revert to type as soon as the going gets tough. So we probably need to fundamentally change many of our hierarchical organisational structures (good for transactional, shit for transformational) and move away from the idea of having a single leader as opposed to a leadership team comprised of individuals with different styles and skills selected for different organisational functions (this is starting to get written about as "distributed leadership" (though I'm not sure that is an agreed title yet) ... though we'd then have to work through how that would impact on the "followers" and whether they could cope with what emerged!


i'd take pictures until they can provide you with a valid reason to stop, like the light's not good or similar.