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This case provides readers with the opportunity to examine three different leadership styles. Amundsen picked his crew of only 19 men based on both proven skills, including skiing and cold-weather endurance, and his assessment of how the candidates would work together as a team. Amundsen also planned meticulously. He learned from the units and translated this learning into detailed preparations for the food and supplies, and worked with his team to develop new ways of doing things. His expedition was clearly much more focused on the singular goal of reaching the South Pole. Scott, by contrast, selected a crew of 65 men and hired a professional skier to train the crew. However, he failed to make the skiing lessons mandatory. Additionally, he grossly understocked his supply depots, which were also much more distant from one another than Amundsen’s depots. Shackleton held in middle position in which he engaged in participative and inclusive leadership, but still failed to plan as well as Amundsen.