Leadership Research Guide: Books, audiobook, and ebooks owned by Avn Tech Library

The #1 New York Times bestseller that has all America talking: as seen/heard on CNN's Fareed Zakaria GPS, Morning Joe, CBS This Morning, The Bill Simmons Podcast, Rich Roll, and more. "Fascinating. . . . If you're a generalist who has ever felt overshadowed by your specialist colleagues, this book is for you." --Bill Gates "The most important business--and parenting--book of the year." --Forbes "Urgent and important. . . an essential read for bosses, parents, coaches, and anyone who cares about improving performance." --Daniel H. Pink   Shortlisted for the Financial Times/McKinsey Business Book of the Year Award Plenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. If you dabble or delay, you'll never catch up to the people who got a head start. But a closer look at research on the world's top performers, from professional athletes to Nobel laureates, shows that early specialization is the exception, not the rule.     David Epstein examined the world's most successful athletes, artists, musicians, inventors, forecasters and scientists. He discovered that in most fields--especially those that are complex and unpredictable--generalists, not specialists, are primed to excel. Generalists often find their path late, and they juggle many interests rather than focusing on one. They're also more creative, more agile, and able to make connections their more specialized peers can't see. Provocative, rigorous, and engrossing, Range makes a compelling case for actively cultivating inefficiency. Failing a test is the best way to learn. Frequent quitters end up with the most fulfilling careers. The most impactful inventors cross domains rather than deepening their knowledge in a single area. As experts silo themselves further while computers master more of the skills once reserved for highly focused humans, people who think broadly and embrace diverse experiences and perspectives will increasingly thrive.

Douglas MacArthur and Dwight D. Eisenhower brought World War II to a close in decidedly different ways. Was MacArthur a vainglorious actor, as some who observed his triumphant ceremony aboard the Missouri concluded? Was Eisenhower as dry and colorless as the ceremony at Reims suggests? In MacArthur and Eisenhower, author Robert McDougall describes how these two very different leaders came to be two of the most important people on earth and what they each did with their fame and leadership potential after the war ended. McDougall details how the careers of both men encompass many of the important events of the first two-thirds of the twentieth century. MacArthur emerges as a brilliant strategist who defeated and rebuilt Japan and saved South Korea, but his egocentric posturing masked the heavy burden he bore aspiring to duplicate the exploits of his illustrious father. Eisenhower comes into focus as a likeable and efficient organizer who always kept his teams working together. He defeated Hitler and, as president, dealt effectively with the numerous challenges of postwar America. Yet, ever the consummate moderate, he may have missed opportunities to reach loftier goals with bold strokes. MacArthur and Eisenhower assesses the leadership styles of these men as they play their roles across the world stage during World War I, the inter-war period, and the Cold War.

All too frequently, leadership is reduced to a simple dichotomy: the strong versus the weak. Yet, there are myriad ways to exercise effective political leadership -- as well as different ways to fail. We blame our leaders for economic downfalls and praise them for vital social reforms, but rarely do we question what makes some leaders successful while others falter. In this magisterial and wide-ranging survey of political leadership over the past hundred years, renowned Oxford politics professor Archie Brown challenges the widespread belief that strong leaders meaning those who dominate their colleagues and the policy-making process are the most successful and admirable.

Debra and Johann work in an environment with multiple and complex reporting lines – in other words, a matrix. There’s room to “slip between the cracks” – if a person wants to take advantage of confusion over who is managing performance; or if they can’t make the necessary transition to self-management. Communication can be difficult even when there is an apparently shared language.
Read how Johann and Debra work together to identify the skills needed to succeed in a matrix, and how using Emotional Intelligence (EI) can develop specific behaviours you can incorporate in your daily job. The result will help reduce stress and increase your chances of success.

Drawing from interviews with 100 CEOs and top leaders from a wide range of companies—such as Avon, Nike, Colgate, DeutschePost DHL, Johnson & Johnson, PepsiCo, and many more—The Unfinished Leader provides the mindsets and tools to recognize contradictory requirements, understand competing demands, and still be able to take action. No one can find or even should look for perfect solutions to impossible situations. The Unfinished Leader will help leaders at all levels understand and excel at their true task: guiding themselves and their teams through ongoing paradoxes, reconciling competing outcomes, continually changing and adapting, and thereby building lasting success.

Forty years in the making, Management of Organizational Behavior is a readable text that makes behavioral sciences come alive through real life examples and progressive ideology.

Sinek is back to reveal the next step in creating happier and healthier organizations. He helps us understand, in simple terms, the biology of trust and cooperation and why they're essential to our success and fulfillment. Organizations that create environments in which trust and cooperation thrive vastly out perform their competition. And, not coincidentally, their employees love working there. But "truly human" cultures don't just happen; they are intentionally created by great leaders. Leaders who, in hard times, would sooner sacrifice their numbers to protect their people, rather than sacrifice people to protect their numbers, are rewarded with deeply loyal teams that consistently contribute their best efforts, ideas and passion. As he did in Start With Why, Sinek illustrates his points with fascinating true stories from many fields. He implores us to act sooner rather than later, because our stressful jobs are literally killing us. And he offers surprisingly simple steps for building a truly human organization.

In 1976, armed with a college degree and a commission as an Army 2nd Lieutenant, Vinny Boles began his leadership journey. After 33 years of service, he has distilled this experience into his book, 4-3-2-1 Leadership: What America's Sons & Daughters Taught Me on the Road From 2nd Lieutenant to Two Star General.

Why were the American POWs imprisoned at the "Hanoi Hilton" so resilient in captivity and so successful in their subsequent careers? This book presents six principles practiced within the POW organizational culture that can be used to develop high-performance teams everywhere. The authors offer examples from both the POWs' time in captivity and their later professional lives that identify, in real-life situations, the characteristics necessary for sustainable, high-performance teamwork.

Thirty years after women became 50 percent of the college graduates in the United States, men still hold the vast majority of leadership positions in government and industry. This means that women's voices are still not heard equally in the decisions that most affect our lives. In Lean In, Sheryl Sandberg examines why women's progress in achieving leadership roles has stalled, explains the root causes, and offers compelling, commonsense solutions that can empower women to achieve their full potential.

Many authors write about leadership, but few have lived it at the level of Lt. Gen. Rick Lynch. The world is in desperate need of authentic, reliable leaders at all levels of society. Twenty-first-century leaders face unprecedented challenges and rapid change, and leaders with a keen ability to adapt are in high demand. Sharing stories from the front and insights born from overcoming adversity on both the battlefield and in the boardroom, Lynch reveals impactful leadership principles ranging from earning respect and working effectively with diverse teams to adapting to new technology and laying a foundation of trust built upon integrity. With refreshing directness, he shows readers how to make wise calls and gain the confidence they need to lead in our ever-changing world.

Will your next leader be insignificant-or indispensable?The importance of leadership and the impact of individual leaders has long been the subject of debate. Are they made 'by' history, or do they make it?In 'Indispensable', Harvard Business School professor Gautam Mukunda offers an enticingly fresh look at how and when individual leaders really can make a difference. By identifying and analyzing the hidden patterns of their careers, and by exploring the systems that place these leaders in positions of power, 'Indispensable' sheds new light on how we may be able to identify the best leaders and what lessons we can learn, from both the process and the result.Profiling a mix of historic and modern figures-from Thomas Jefferson and Abraham Lincoln to Winston Churchill and Judah Folkman-and telling the stories of how they came to power and how they made the most important decisions of their lives, 'Indispensable' reveals how, when, and where a single individual in the right place at the right time can save or destroy the organization they lead, and even change the course of history. 'Indispensable' will also help you understand this new model so you can use it in your own life-whether you're a citizen casting a ballot, an executive choosing your next CEO, or a leader trying to make your mark.

The SAGE Key Concepts series provides students with accessible and authoritative knowledge of the essential topics in a variety of disciplines. Cross-referenced throughout, the format encourages critical evaluation through understanding. Written by experienced and respected academics, the books are indispensable study aids and guides to comprehension. This wide-ranging, inter-disciplinary book provides readers with a complete introduction to the essentials of leadership. Included here are accessible and insightful entries on what leadership is, how it is practised and the relevant strengths and pitfalls. The book provides a one stop introductory guide to one of the most central and contested concepts in the social sciences. An invaluable reference tool, this book offers insight into issues such as: Are leaders born or made? Authoritarian versus participative leadership The psychology of leaders and followers Leadership development Leadership styles, skills and functions Leadership in practice This book is an indispensable guide to the central concepts of leadership for professionals and students alike. Book jacket.

Communication is the absolutely indispensable leadership discipline. But, too often, leaders and professional communicators get mired in tactics, and fail to influence public attitudes in the ways that would help them the most.The Power of Communicationbuilds on the U.S. Marine Corps' legendary publicationWarfighting, showing how to apply the Corps' proven leadership and strategy doctrine to all forms of public communication – and achieve truly extraordinary results. World-renowned leadership communications expert, consultant, and speaker Helio Fred Garcia reveals how to orient on audiences, recognizing their centers of gravity and most critical concerns. You'll learn how to integrate and succeed with all three levels of communication: strategic, operational, and tactical. Garcia shows how to take the initiative and control the agenda… respond to events with speed and focus… use the power of maneuver… prepare and plan… and put it all together, becoming a "habitually strategic" communicator. Packed with leadership profiles, this book also contains a foreword by actor, Daily Show/Saturday Night Live regular, and US. Marine Lt. Col. Rob Riggle.

Changing the Rules of Engagementdocuments the lives of women who have shattered the glass ceiling and performed extraordinary feats while serving their country. By telling their stories about their remarkable careers in traditionally male-dominated environments, Martha LaGuardia-Kotite demonstrates how tenacious and courageous women can achieve the unimaginable. Among the pioneering women profiled are Vice Adm. Vivien Crea, who as vice commandant of the U.S. Coast Guard held the highest-ranking position of any woman in the history of the U.S. military; Capt. Tammy Duckworth, USA (Ret.), a Purple Heart recipient and triple amputee who was shot down in Iraq while piloting a Black Hawk helicopter; and Heather Wilson, an Air Force Academy graduate, Rhodes scholar, and the country’s only female veteran in Congress. Included are the inspirational stories of women Marines, one of the three female Shuttle commanders in the history of the NASA program, and the first female members of the military service academies’ gender-integrated classes, who recall the highs and lows of their trailblazing experiences. These are only a few of the remarkable women who tell their own inspiring stories in Changing the Rules of Engagement. Representative of a widely diverse group of enlisted women and officers from different races and cultures, they have succeeded since the mid-1970s at combating prejudices and aiding change in the military with intelligence, passion, and honor while serving on the front lines.

In the tradition of military classics such as The Defence of Duffer's Drift, this powerful parable illustrates the urgent need for military leaders to rethink how they fight contemporary conflicts. It reads like a thriller, with a cast of vivid characters, even as it puts forward a bold approach to effective counterinsurgency operations and makes a compelling case for change. A journey through the mind of a commander as he learns and adapts in a complex, deadly environment. One of the world's premier practitioners challenges conventional wisdom about counterinsurgency, using a parable to help leaders develop the mental agility to be successful. A fictional commander participates in virtual reality combat situations that illustrate the chaos, complexity, and uncertainty of modern conflict-and he fails repeatedly, learning and adapting with each set of experiences. This highly practical parable avoids checklists and formulas; it teaches leaders how to think and how to develop the mental courage to learn, adapt, and make decisions in the face of a deadly and resilient enemy. An innovative tool for developing in peacetime the mental agility and adaptability our leaders need to be successful in combat.

The story of Captain D. Michael Abrashoff and his command of USS Benfold has become legendary inside and outside the Navy. Now Abrashoff offers this fascinating tale of top-down change for anyone trying to navigate today's uncertain business seas. When Captain Abrashoff took over as commander of USS Benfold, a ship armed with every cutting-edge system available, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months he created a crew of confident and inspired problem-solvers eager to take the initiative and take responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy-Benfold was a key player in our Persian Gulf fleet-Abrashoff shares his secrets of successful management including: * See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value. * Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew would eventually call him "Megaphone Mike," since they heard from him so often. * Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important. * Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.

It Worked for Me is filled with vivid experiences and lessons learned that have shaped the legendary public service career of the four-star general and former Secretary of State Colin Powell. At its heart are Powells "Thirteen Rules"--notes he gathered over the years and that now form the basis of his leadership presentations given throughout the world. Powells short but sweet rules--among them, "Get mad, then get over it" and "Share credit"--are illustrated by revealing personal stories that introduce and expand upon his principles for effective leadership: conviction, hard work, and, above all, respect for others. In work and in life, Powell writes, "its about how we touch and are touched by the people we meet. Its all about the people." A natural storyteller, Powell offers warm and engaging parables with wise advice on succeeding in the workplace and beyond. "Trust your people," he counsels as he delegates presidential briefing responsibilities to two junior State Department desk officers. "Do your best--someone is watching," he advises those just starting out, recalling his own teenage summer job mopping floors in a soda-bottling factory. Powell combines the insights he has gained serving in the top ranks of the military and in four presidential administrations with the lessons hes learned from his immigrant-family upbringing in the Bronx, his training in the ROTC, and his growth as an Army officer. The result is a powerful portrait of a leader who is reflective, self-effacing, and grateful for the contributions of everyone he works with. Colin Powells It Worked for Me is bound to inspire, move, and surprise readers. Thoughtful and revealing, it is a brilliant and original blueprint for leadership.

What is it about Abraham Lincoln that, 146 years after his death, continues to inspire us? Was it his commitment to honesty and his unfailing integrity? Was it his courage to stand up against the injustices of his day? Was it his ability to lead the American people through the perils of war and unify the country through the conviction of his ideals? In Leadership Lessons of Abraham Lincoln, the best, most thought-provoking, and inspiring excerpts from Lincoln s speeches and writings have been collected in an effort to help today s business leaders apply his principles to their own work and life. While it may not always be easy to follow Honest Abe s sterling example, the lessons one learns from reading this book are sure to inspire and give rise to some deep contemplation about the role of the leader in organizations both small and large, and reaffirm one s faith in the principles Lincoln held so deeply.

Dozens of top CEOs reveal their candid insights on the keys to effective leadership and the qualities that set high performers apart. What does it take to reach the top in business and to inspire others? Adam Bryant of The New York Times decided to answer this and other questions by sitting down with more than seventy CEOs and asking them how they do their jobs and the most important lessons they learned as they rose through the ranks.

Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times. With a team of more than twenty researchers, Collins and Hansen studied companies that rose to greatness--beating their industry indexes by a minimum of ten times over fifteen years--in environments characterized by big forces and rapid shifts that leaders could not predict or control. The research team then contrasted these "10X companies" to a carefully selected set of comparison companies that failed to achieve greatness in similarly extreme environments. The great companies changed less in reaction to a radically changing world than the comparison companies. The authors challenge conventional wisdom with thought-provoking, sticky, and supremely practical concepts. Finally, in the last chapter, Collins and Hansen present their most provocative and original analysis: defining, quantifying, and studying the role of luck. The great companies and the leaders who built them were not luckier than the comparisons, but they did get a higher Return on Luck. This book is classic Collins: contrarian, data-driven, and uplifting. He and Hansen show convincingly that, even in a chaotic and uncertain world, greatness happens by choice, not chance.

A contributor to US News & World Report.com, examines major decisions of the presidency and the stories behind them. He brings the presidency and its big decisions to life with his unique storytelling and highlights the lessons to be learned.

The first true revision of the classic book from the bestselling author of The Leadership ChallengeAs the world falls deeper into economic downturns and warfare, the question of credibility (how leaders gain and lose it) is more important than ever. Building on their research from The Leadership Challenge, James Kouzes and Barry Posner explore in Credibility why leadership is above all a relationship, with credibility as the cornerstone, and why leaders must "Say what you mean and mean what you say." This first full revision of the book since its initial publication in 1993 features new case studies from around the world, fully updated data and research, and a streamlined format. Written by the premier leadership experts working today, Credibility: Reveals the six key disciplines that strengthen a leader′s capacity for developing and sustaining credibility. Provides rich examples of real managers in action Includes updates to the applications and researchThis personal, inspiring, and genuine guide helps you understand the fundamental importance of credibility for building personal and organizational success.

Leadership pervades every aspect of organizational and social life, and its study has never been more diverse, nor more fertile. With contributions from those who have defined that territory, this volume is not only a key point of reference for researchers, students and practitioners, but also an agenda-setting prospective and retrospective look at the state of leadership in the twenty-first century. It evaluates the domain and stretches it further by considering leadership scholarship from every angle, concluding with an optimistic look at the future of leaders, followers and their place in organizations and society at large.

A framework for improving managerial effectiveness; based on the timeless principles of Peter Drucker. Peter Drucker believed that management, at its core, is a liberal art—that it is inherently a human activity and, as such, must be informed by the disciplines that affect human character development, cooperation, performance, innovation, and change. Managers informed by philosophy, literature, law, art, psychology, and other such disciplines, according to Drucker, make the best managers. In Drucker's Lost Art of Management, the world's foremost Drucker scholar and the first Drucker archivist investigate their subject's timeless vision to create a new, more effective management approach. Maciariello and Linkletter explain Drucker's vision for creating a society of functioning organizations—a society in which citizenship and business interests benefited one another. His management principles were at the core of this vision. Each of the five chapters in the book integrates disciplines in the liberal arts with requirements to successfully manage organizations by addressing key issues. Today, more than ever, Drucker's concepts need to be put into action. Drucker's Lost Art of Management is a clarion call for improving management practices presently in a state of acute crisis.

People can learn how to lead. This was the position John H. Zenger and Joseph R.Folkman took when they wrote their now-classic leadership book The Extraordinary Leader--and it's a fact they reinforce in this new, completely updated edition of their bestseller. Zenger and Folkman revisit the subject to address leaders' most pressing concerns today. The result is an up-to-date, essential leadership guide for the twenty-first century that includes: Late-breaking research on the psychology of leadership New information on leading in a global environment A breakthrough case study on measuring improved leadership behavior Studies revealing the importance of follow-through The Extraordinary Leader explain show to build leadership skills that will take you and your organization to unimagined success.

InYour Brain and Business,Harvard psychiatrist Srinivasan S. Pillay reveals how the latest research in neuroscience can help you lead, communicate, and collaborate more effectively… drive change more successfully… move more rapidly from idea to execution… coach colleagues or clients to unprecedented success! Your brain is your #1 asset: Optimize it to win!

Successful leaders know that leadership is less often about having all the answers and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the key questions that are critical to your performance and your organization "s effectiveness. InWhat to Ask the Person in the Mirror, HBS professor and business leader Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. This highly readable and practical guide helps you learn to ask the right questions and work through the answers in ways that are right for you. By asking these questions, you can craft new strategies for staying on top of your game.

Offering the wisdom of practitioners from the military, law enforcement, fire and rescue, as well as prominent scholars this guide integrates theory and research with practical experience to help the reader prepare for the unique psychological, social, and physical challenges of leading in dangerous contexts. Whether a young soldier preparing for war, seasoned combat commander, SWAT team leader, EMT supervisor, law enforcement patrol unit leader, or fire department lieutenant, those involved in life-and-death situations face common challenges, and the authors draw on their own experiences and that of others to help first responders effectively function in dangerous environments.

In years past, the keywords for entrepreneurs were confidence, single-minded purpose, and charge-ahead thinking. But in our vastly more complex globalized, networked, post-crash world this isn’t enough. This game changing book details a new approach Entrepreneurial Thought and Action developed at Babson College, the number one school for entrepreneurship in the world. Leaders today must be "cognitively ambidextrous," able to shift between analytic and action oriented approaches and know when to take action even when all the variables aren’t known. They must look beyond the traditional balance sheet, creating social, environmental and economic value. And they need a deep awareness of how their decisions are impacted by who they are their values, biases, background and capabilities as well as the social and cultural context in which they operate. Greenberg, McKone-Sweet and Wilson, along with some of the top faculty at Babson, outline this new model in detail, explaining precisely how both educators and entrepreneurs can hone these three core competencies for coping with the demands and uncertainties of the modern world.

What do a person's knowledge, expressiveness, history, character, and attraction have in common? Or his or her role, resources, information, network, and reputation? Each is a key to either personal or organizational power, and together they open the complex combination lock on the door of true leadership and irresistible influence. The Elements of Power combines the latest research on the nature of power all over the world with a handy self-assessment and invaluable insight into: How power works in organizations How people use and lose power The relationship between power and leadership What makes famous people powerful or what diminishes their power Sources of power and how to build each one Leading and influencing others more effectively Complete with "Portraits in Power" examining key business figures and world leaders alike, the full effect is an accessible and unprecedented pipeline to the many sources and types of internal and external power, including the most valuable of all: the power of will.

Based on years of leadership development at top blue chip firms, a "leadership toolkit" for becoming a highly effective leader and peak performer.

The second edition of the bestselling work uses an entertaining story about an executive facing challenges at work and at home to expose the precise psychological processes that conceal true motivations and intentions.

It's the Subtleties that Matter! What is the real difference between competent leader and extraordinary executive? Is it pedigree, experience, intelligence? The answer is yes...and much more. Exceptional leadership hinges on a complex interaction between individual psychology and unique business needs. At the top rung of the ladder, where the dynamics are most complicated, subtle adjustments in style can produce outstanding results. In his new book, The Intangibles of Leadership, Management Psychologist Richard Davis, Ph.D., uncovers patterns in the attributes that truly distinguish those who succeed at the top. What he found was that extraordinary leaders possess certain characteristics that fall between the lines of existing leadership models, yet are fundamental to executive success. Davis explains each of these qualities, the people who exemplify them, how to detect them in others, and most importantly, how to develop the subtle characteristics that will enable them to stand out from the pack. Learn why... It's often better to aim for silver than for gold Playing hard to get attracts people to you It's important to have a slightly inflated view of your abilities Your peripheral vision is so important It's ok to get angry with your team So many extraordinary executives have gone through crises early in their lives

A who's who of gurus in the leadership field, The ASTD Leadership Handbook is an exciting compilation of insights, ideas, and tools that will enable individuals, teams, and organizations to develop their leadership capabilities. This handbook sets itself apart in a crowded field by emphasizing development and by providing practical approaches to development. Topic areas covered in the book are leadership competencies, leadership development, attributes of successful leaders, contemporary leadership challenges, and broadening the leadership discussion.

Leadership is essential to collective human endeavor, from setting and accomplishing goals for a neighborhood block association, to running a Fortune 500 company, to mobilizing the energies of a nation. Political philosophers have focused largely on how to prevent leaders from abusing their power, yet little attention has been paid to what it actually feels like to hold power, how leaders go about their work, and how they relate to the people they lead. InThinking about Leadership, Nannerl Keohane draws on her experience as the first woman president of Duke University and former president of Wellesley College, as well as her expertise as a leading political theorist, to deepen our understanding of what leaders do, how and why they do it, and the pitfalls and challenges they face. Keohane engages readers in a series of questions that shed light on every facet of leadership. She considers the traits that make a good leader, including sound judgment, decisiveness, integrity, social skill, and intelligence; the role that gender plays in one's ability to attain and wield power; ethics and morality; the complex relationship between leaders and their followers; and the unique challenges of democratic leadership. Rich with lessons and insights from leaders and political thinkers down through the ages, including Aristotle, Queen Elizabeth I, Franklin D. Roosevelt, and Nelson Mandela,Thinking about Leadershipis a must-read for current and future leaders, and for anyone concerned about our prospects for good governance.

The AMA Handbook of Leadership features insights from best-of-the-best thought leaders and executive leadership coaches on topics from talent development, the arts and leadership, and competitive advantage through leadership, to leading across cultures, sustainability, executive transition, and many more timeless (and timely) issues. In a challenging business climate, enterprises look to their leaders. Some situations call for drastic change, while others require the fortitude to stay the course. Who better to help today's business leaders than the greatest leadership thinkers of our time?

This book deals with the processes and theories involved in managing military organisations in both peacetime and crisis conditions. Examining the challenges faced by policymakers and military commanders in conducting military operations, this book considers the benefits of conventional management and organisation theory for the military. At the same time, these essays recognise that the military should be considered as a highly individual organisation, operating in exceptional circumstances. This awareness of the differences between the military and other organisations generates important lessons not only for the military but also for general organisations as it teaches them how to cope in exceptional, hyper " conditions. These theoretical lessons are illustrated by case studies and experiences from recent military operations, such as those in Iraq and Afghanistan. This book will be of great interest to students of military studies, security studies and organizational studies. Joseph Soeterschairs the department of management and organization studies and defence economy at the Netherlands Defense Academy and he is a professor in organizational sociology at Tilburg University. Paul. C. van Fenemais an associate professor of organization studies at the Netherlands Defence Academy and Tilburg University. Robert Beeresis an associate professor in the field of defence accounting and control (business administration) at the Netherlands Defence Academy and at Nyenrode Business School.

Although Peter Drucker, "The Father of Modern Management," died in 2005, his timeless teachings are studied and practiced by forward-thinking managers worldwide. His lessons and wisdom on the topic of leadership-the central element of management-are in constant demand, yet he wrote little under that actual subject heading.In Drucker on Leadership, William A. Cohen explores Drucker's lost leadership lessons-why they are missing, what they are, why they are important, and how to apply them. As Cohen explains, Drucker was ambivalent about leadership for much of his career, making it clear that leadership was not by itself "good or desirable." While Drucker struggled with the concept of leadership, he was well aware that it had a critical impact on the accomplishment of all projects and human endeavors. There is no book from Drucker specifically dedicated to leadership, but a wealth of information about leadership can be found scattered throughout his 40 books and hundreds of articles. Drucker's teachings about leadership have saved many corporations from failure and helped guide others to outstanding success.Many of the leadership concepts revealed in this book will surprise and perhaps shock Drucker's followers. For example, who would have thought that Peter Drucker taught that "leadership is a marketing job" or that "the best leadership lessons for business or any nonprofit organization come from the military"?Written for anyone who values the insights of the man whose name is synonymous with excellence in management, Drucker on Leadership offers a deeper understanding of what makes an extraordinary leader.

"This monograph surveys the history of the Army's professional ethic, focusing primarily on the Army officer corps. It assesses today's strategic, professional, and ethical environment. Then it argues that a clear statement of the Army officers' professional ethic is especially necessary in a time when the Army is stretched and stressed as an institution. The Army officer corps has both a need and an opportunity to better define itself as a profession, forthrightly to articulate its professional ethic, and clearly to codify what it means to be a military professional."--Summary.

Leading in times of great change is both an improvisational and experimental art, and, crucially, a skill-a practice-that can be developed and improved. Filled with stories and examples from business and public life, with practical tools and doable tactics, The Practice of Adaptive Leadership will help you to make progress on the leadership challenges that face you right now.

"What's happened to our leaders and to our leadership?" Based on General Zinni's leadership experiences from the battlefield to the boardroom, Leading the Charge shows a new way through the significant leadership challenges of the 21st century. The times are changing at an ever-increasing velocity. Old systems, organizations, and ways of operating no longer work in our dynamic, complex and increasingly unstable new environment. Out of this chaos and confusion, a new and different leader must emerge. Old systems and methods will no longer work. Leading the Charge is a visionary leadership book that examines the trends that have reshaped our world and the ways in which visionary leaders and organizations can effectively respond. Tomorrow's successful leaders—in all fields, including the military, academia, politics, and business—must know how to create, operate, and thrive in very fluid, flattened, and integrated structures that are remarkably different from the traditional organizations we are used to seeing. They will have to manage rapidly changing technology and flows of information, and create faster and more far-reaching spans of control. Leading the Charge shows the way, and is an incisive and compelling guide to the new world of leadership, one that will prove indispensable for years to come. Organized around "Leading a New World," a revolutionary leadership course General Zinni developed and taught at the Terry Sanford Institute of Public Policy at Duke University, Leading the Charge makes a convincing case that leaders must . . . - change with the times to be relevant. - be ready for crisis mode at any given time. - have a moral compass and the ability to steer the company in the right direction. - be forward thinking, not reactive, to provide innovation and creativity. - develop great leaders.

The knowledge economy isn't coming-it's here. Your business and your career increasingly depend on smart ideas dreamed up by smart people. In fact, research shows that a handful of star performers create disproportionate amounts of value for their organizations. They aren't defined by their IQ or their academic credentials. And they aren't "free-agent" types who create value on their own. Rather, they are highly talented, extraordinary thinkers who need their organizations' commercial and financial resources to fulfill their potential. Leadership and change experts Rob Goffee and Gareth Jones call these invaluable individuals clevers. They can be brilliant, difficult-and sometimes even dangerous. Your organization's competitiveness depends on how well you lead them, but traditional leadership strategies won't be effective. In Clever, Goffee and Jones outline a set of unconventional guidelines for setting up your clevers-and your organization-for success. Based on extensive research inside international organizations in a wide range of industries, the authors identify common traits clevers share and decode the dynamics of clever teams. Through vivid real-world stories, they reveal the secrets to getting the most from clevers, including: Tell them what to do-not how to do it Earn their respect with your expertise-not your job title Provide "organized space" for their creativity Sense their needs and keep them motivated. Shelter them from administrative and political distractions Connect them with clever peers Convince them your company can help them succeed As we move from the knowledge economy to the "clever economy," this provocative and practical book redefines what it takes to lead your best and brightest effectively. Book jacket.

This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that in order to understand why organizations do the things they do, or perform the way they do, weneed to deeply comprehend the people at the top-- their experiences, abilities, values, social connections, aspirations, and other human features. The actions--or inactions--of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs); and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g.,values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors). Strategic Leadership synthesizes what is known about strategic leadership and indicates new research directions. The book is meant primarily for scholars who strive to assess and understand the phenomena of strategic leadership. It offers a considerable foundation on which professionals involved inexecutive search, compensation, appraisal and staffing, as well as board members who evaluate executive performance and potential, might build their tools and perspectives.

An organisation's fate hinges on its CEO - right? Not according to the authors of Senior Leadership Teams. They argue that in today's world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person - no matter how talented. Result? Chief executives are turning to their enterprise's senior leaders for help. Yet many CEOs stumble when creatinga leadership team. One major challenge is that senior executives often focus more on their individual roles than on the top team's shared work. Without the CEO's careful attention to setting the team up correctly, these high-powered managers often have difficulty pulling together to move their organisation forward. Sometimes they don't even agree about what constitutes the right path forward.The authors explain how to determine whether your organisation needs a senior leadership team. Then, drawing on their study of 100+ top teams from around the world, they explain how to create a clear and compelling purpose for your team, get the right people on it, provide structure and support, and sharpen team members' competencies - and your own.Timely and practical, this book enables you to create and sustain a leadership team whose members learn from one another while collaborating to pursue your company's objectives.

With Peter Drucker's five essential questions and the help of five of today's thought leaders, this little book will challenge readers to take a close look at the very heart of their organizations and what drives them. A tool for self-assessment and transformation, answering these five questions will fundamentally change the way you work, helping you lead your organization to an exceptional level of performance. Peter Drucker's five questions are: What is our Mission? with Jim Collins Who is our Customer? with Phil Kotler What does the Customer Value? with Jim Kouzes What are our Results? with Judith Rodin What is our Plan? with V. Kasturi Rangan These essential questions, grounded in Peter Drucker's theories of management, will take readers on a exploration of organizational and personal self-discovery, giving them a means to assess how to be--how to develop quality, character, mind-set, values and courage. The questions lead to action. By asking these questions, readers can focus on why they are doing what they are doing in their work, and how to do it better. Designed for today's busy professionals, this brief, clear and accessible book will challenge readers to ask these provocative questions and it will stimulate spirited discussions and action within any organization, inspiring positive change and new levels of excellence, helping all to envision the future of theirs' or any organization.

“It’s not the magic that makes it work; it’s the way we work that makes it magic.” The secret for creating “magic” in our careers, our organizations, and our lives is simple: outstanding leadership—the kind that inspires employees, delights customers, and achieves extraordinary business results. No one knows more about this kind of leadership than Lee Cockerell, the man who ranWalt Disney World® Resort operations for over a decade. And inCreating Magic, he shares the leadership principles that not only guided his own journey from a poor farm boy in Oklahoma to the head of operations for a multibillion dollar enterprise, but that also soon came to form the cultural bedrock of the world’s number one vacation destination. But as Lee demonstrates, great leadership isn’t about mastering impossibly complex management theories. We can all become outstanding leaders by following the ten practical, common sense strategies outlined in this remarkable book. As straightforward as they are profound, these leadership lessons include: Everyone is important. Make your people your brand. Burn the free fuel: appreciation, recognition, and encouragement. Give people a purpose, not just a job. Combining surprising business wisdom with insightful and entertaining stories from Lee’s four decades on the front lines of some of the world’s best-run companies,Creating Magicshows all of us – from small business owners to managers at every level – how to become better leaders by infusing quality, character, courage, enthusiasm, and integrity into our workplace and into our lives.

What essential leadership lessons do we learn by distilling the actions and ideas of great military commanders such as George Washington, Dwight D. Eisenhower, and Colin Powell? That is the fundamental question underlyingThe Art of Command:Military Leadership from George Washington to Colin Powell. The book illustrates that great leaders become great through conscious effort—a commitment not only to develop vital skills but also to surmount personal shortcomings. Harry S. Laver, Jeffrey J. Matthews, and the other contributing authors identify nine core characteristics of highly effective leadership, such as integrity, determination, vision, and charisma, and nine significant figures in American military history whose careers embody those qualities.   The Art of Commandexamines each figure’s strengths and weaknesses and how those attributes affected their leadership abilities, offering a unique perspective of military leadership in American history.  Laver and Matthews have assembled a list of contributors from military, academic, and professional circles, which allows the book to encompass diverse approaches to the study of leadership.

If you've never read The 21 Irrefutable Laws of Leadership, you've been missing out on one of the best-selling leadership books of all time. If you have read the original version, then you'll love this new expanded and updated one. Internationally recognized leadership expert, speaker, and author John C. Maxwell has taken this million-seller and made it even better: Every Law of Leadership has been sharpened and updated Seventeen new leadership stories are included Two new Laws of Leadership are introduced New evaluation tool will reveal your leadership strengths-and weaknesses New application exercises in every chapter will help you grow Why would Dr. Maxwell make changes to his best-selling book? "A book is a conversation between the author and reader," says Maxwell. "It's been ten years since I wrote The 21 Laws of Leadership. I've grown a lot since then. I've taught these laws in dozens of countries around the world. This new edition gives me the opportunity to share what I've learned."

StrengthsFinder 2.0 (Gallup Press; hardcover; February 2007) upgrades the assessment, making it more valuable to readers. As with the original assessment, the updated version is available online (http: strengths.gallup.com) and can be taken with a unique code that comes with each copy of the book. However, this updated version offers a more in-depth and personal analysis of ones strengths. It also offers perspective on how talents can emerge in different ways for each unique individual.

A bold new approach to the art of making tough calls when it really counts Noel Tichy and Warren Bennis have each spent decades studying leadership and advising top CEOs such as GE's Jack Welch and Starbucks' Howard Schultz. Now, in their first collaboration, these titans of management redefine the essence of leadership as the ability to make consistently good judgments, especially when the stakes are high, information is limited, and the right call is far from obvious. Leaders add most of their value by the quality of their judgments; every other aspect of leadership is secondary. Judgment clarifies an important concept that is often misunderstood. Many assume that good judgment is an inborn trait, but Tichy and Bennis show that it's actually a skill that can be developed, refined, and nurtured through an organization.

High reliability organizations (HROs) such as ER units in hospitals or firefighting units, are designed to perform well under extreme stress and pressure. Using HROs as the model for any 21st century organization, Karl Weick and Kathleen Sutcliffe show executives and upper level managers the competencies their organizations need to develop in order to handle surprises and crises effectively and with a high degree of reliability without sacrificing speed.

The most trusted resource on becoming a leader is now updated and revised for a new generation. This leadership classic continues to be a bestseller after three editions and twenty years in print. It is the gold standard for research-based leadership, and the premier resource on becoming a leader. This new edition, with streamlined text, more international and business examples, and a graphic redesign, is more readable and accessible than ever before. The Leadership Challenge, Fourth Edition, has been extensively updated with the latest research and case studies, and offers inspiring new stories of real people achieving extraordinary results. The authors' central theme remains the same and is more relevant today than ever: "Leadership is Everyone's Business." Their "five practices" and "ten commitments" have been proven by hundreds of thousands of dedicated, successful leaders. This edition, with almost one-third new material, emphasizes the global community and refocuses on business leaders.

With an emphasis on transformational leadership and the role of followers, this edition presents a broad spectrum of ideas and perspectives relating to military leadership in the current turbulent military environment. It includes multinational views reflecting the global military stage. Synthesizing material from the first through fourth editions, new chapters highlight contemporary readings that help the reader to understand the conflict of roles related to the warrior-leader and peacekeeper. Unpredictable and continuous change, along with new expectations for the reserve forces challenge military leaders. The editors stimulate the reader to better understand the complex dynamics of effective leadership in the context of military history, values, and culture. A thorough revision Includes the latest articles on the most current issues facing military leadership. The authors are well-known and respected experts on the topic.

In The 7 Habits of Highly Effective People, author Stephen R. Covey presents a holistic, integrated, principle-centered approach for solving personal and professional problems. With penetrating insights and pointed anecdotes, Covey reveals a step-by-step pathway for living with fairness, integrity, service, and human dignity -- principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.

"In this updated and expanded edition of Ethics, the Heart of Leadership, Joanne Ciulla presents a unique collection of essays by philosophers, leadership scholars with backgrounds in industrial and organizational psychology, and management theorists."--BOOK JACKET.Title Summary field provided by Blackwell North America, Inc. All Rights Reserved

The United States Army is one of the most complex, best run organizations in the world, and central to the Army's success are strong leadership and exceptional leadership development. Army leaders must be able to act decisively and effectively in challenging situations. But the Army, despite its organizational structure, does not train leaders in a hierarchical manner. Dispersed leadership is the key to the success of the Army leadership model. Now, for the first time, you can have access to the Army's successful leadership philosophy and the principles that are outlined in Be Know Do the official Army Leadership Manual. Be Know Do makes this critical information available to civilian leaders in all sectors--business, government, and nonprofit--and gives them the guidelines they need to create an organization where leadership thrives.

Praise for NO EXCUSE LEADERSHIP " A great read. Brace Barber was a superb leader, Ranger, and great American. I was proud to serve with him. This book is a must on every Ranger or those who wish to be' s . . . coffee table." - Colonel David Hunt Fox News Military Analyst " A great book, designed to demonstrate how one can achieve the mental toughness to succeed . . . no matter what the adversity." - J. D. Lock coauthor of To Fight with Intrepidity: The Complete History of the U.S. Army Rangers, 1622 to Present and author of The Coveted Black and Gold " I thoroughly enjoyed it. Matter of fact: had a tough time putting it down." - Hazen L. Baron COL, Infantry, Commander, Ranger Training Brigade " A terrific, hard-hitting book on leadership!" - Christopher D. Kolenda editor and coauthor of Leadership: The Warrior' s Art " An excellent book for young people wishing to expand their horizons and tap their potential. As a former soldier, I highly recommend this book for those wishing to push farther and harder than their peers." - Michael Yon author of Danger Close " The challenging demands of U.S. Army Ranger School training as well as the resulting career and lifetime benefits that accrue to those who have the heart and courage to persevere are vividly recounted in this enlightening and very motivating book." - USMC Major General (Ret.) Ted Hopgood Commandant, Corps of Cadets, Texas A& M University " I would place it on the recommended reading list for those going to Ranger School and those looking for a studyin leadership. It is about life- setting high goals and then pushing yourself to the limit and beyond to achieve those goals." - Colonel Thomas H. Aldrich Professor of Military Science, Norwich Uni

Safety is not easy, it is a full time effort, and is equally important whether people are on the job or on personal time. Covering leadership, safety programs, and risk management for organizations and individuals, this book helps in professional development, grooming current and future leaders to understand their roles in safety and risk management. The author establishes the importance of an organizational leader's role in the safety/risk management game and provides the answer to, 'How safe is safe enough?'.Often, managers at various levels do not have an understanding of what goes into a safety program, this book tells them, from an expert's view. Readership includes executives and middle management; all leaders as a professional development book and students. It is also a supplemental textbook for safety and risk management courses.

This unusual, instructive and entertaining fable shines light on dysfunctional teams. Bestselling business author and screenwriter Lencioni weaves a fictional story of the highly capable Kathryn Petersen who has an amazing capacity for building teams. Kathryn becomes the CEO of a struggling, high-profile company with an exceptionally dysfunctional executive team.

What can we learn about leadership and the experience of war from the best combat leaders the world has ever known? This book takes us behind the scenes and to the front lines of the major wars of the past 250 years through the words of twenty combat commanders. What they have to say--which is remarkably similar across generational, national, and ideological divides--is a fascinating take on military history by those who lived it. It is also worthwhile reading for anyone, from any walk of life, who makes executive decisions.The leaders showcased here range from Frederick the Great to Norman Schwarzkopf. They include such diverse figures as Napoleon Bonaparte, commanders on both sides of the Civil War (William Tecumseh Sherman and Stonewall Jackson), German and American World War II generals (Rommel and Patton), a veteran of the Arab-Israeli wars (Moshe Dayan), and leaders from both sides of the Vietnam War (Vo Nguyen Giap and Harold Moore). What they have had in common is an unrivaled understanding of the art of command and a willingness to lead from the front. All earned the respect and loyalty of those they led--and moved them to risk death.The practices of these commanders apply to any leadership situation, whether military, business, political, athletic, or other. Their words reveal techniques for anticipating the competition, leading through example, taking care of the "troops," staying informed, turning bad luck to advantage, improvising, and making bold decisions.Leader after leader emphasizes the importance of up-front "muddy boots" leadership and reveals what it takes to persevere and win. Identifying a pattern of proven leadership, this book will benefit anyone who aspires to lead a country, a squadron, a company, or a basketball team. It is a unique distillation of two and a half centuries of military wisdom.

Nonprofit, and public sector leaders are facing new and daunting challenges--rapid-paced developments in technology, sudden shifts in the marketplace, and crisis and contention in the public arena. If they are to survive in this chaotic environment, leaders must develop the skills they need to lead effectively no matter how fast the world around them is changing. Leading in a Culture of Change offers new and seasoned leaders' insights into the dynamics of change and presents a unique and imaginative approach for navigating the intricacies of the change process. Michael Fullan--an internationally acclaimed expert in organizational change--shows how leaders in all types of organizations can accomplish their goals and become exceptional leaders. He draws on the most current ideas and theories on the topic of effective leadership, incorporates case examples of large scale transformation, and reveals a remarkable convergence of powerful themes or, as he calls them, the five core competencies.By integrating the five core competencies--attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence in organizations--leaders will be empowered to deal with complex change. They will be transformed into exceptional leaders who consistently mobilize their compatriots to do important and difficult work under conditions of constant change.

The coauthor of the bestselling "Built to Last" now presents a blueprint for transforming good companies into great ones. Charts & graphs throughout.

Foreword by Gen. Barry R. McCaffrey, USA (Ret.) Contributors include Gen. Gordon Sullivan, former U.S. Army Chief of Staff; Conrad Crane; Fred Kagan This bold, wide-ranging collection brings together some of the most noted military minds, past and present, to examine the crucial role of leadership in combat. Written while Christopher Kolenda was a faculty member in the history department at West Point, it covers both classic and modern concepts of leadership and uses case studies from Alexander the Great through World War II to illustrate principles of leadership in concrete historical contexts.

Absorbing, compelling, and utterly memorable, The Five Temptations of a CEO is like no other business book that's come before. Author Patrick Lencioni-noted screenplay writer and sought-after executive coach -- deftly tells the tale of a young CEO who, facing his first annual board review, knows he is failing, but doesn't know why. "This book provides extraordinary insight into the pitfalls that leaders face when they lose sight of the true measure of success: results. This model is required reading for my staff." -Eric Schmidt, chairman of the board and CEO, Novell Any executive can learn how to: recognize the mistakes that leaders can make avoid errors before they occur and much more! Refreshingly original and utterly compelling, the story of this executive (written to be read in one sitting) will be enjoyed, remembered, and reread for years to come. It serves a timeless and potent reminder that success as a leader can come down to practicing a few simple behaviors-behaviors that are painfully difficult for each of us to master. "Lencioni delivers a provocative message: CEOs mainly have themselves to blame when things go wrong. If you're a CEO (or any manager for that matter), do you have the courage to face the blame? Doing so could change your future-for the better." -Dr. Jerry Porras, coauthor, Built to Last; professor, Stanford School of Business You won't find any dry management rhetoric in this razor-sharp novelette. Apply these riveting lessons in leadership with the self-assessment at the end of the book. It will change your career!

Why do some people achieve great personal success, yet neversucceed in building a business or making an impact in their organization? JohnC. Maxwell knows the answer. "The greatest leadership principle that I haveever learned in over twenty-five years of leadership," says Maxwell, "is thatthose closest to the leader will determine the success level of that leader." It'snot enough for a leader to have vision, energy, drive, and conviction. If youwant to see your dream come to fruition, you must learn how to develop theleaders around you. Whether you're the leader of a non-profit organization,small business, or Fortune 500 company, Developing the Leaders Around You canhelp you to take others to the limits of their potential and your organizationto a whole new level. www.DevelopingTheLeadersAroundYou.com

On June 23, 2008, President George W. Bush nominated Ann Dunwoody as a four-star general in the US Army--the first time a woman had ever achieved that rank. The news generated excitement around the world. Now retired after nearly four decades in the Army, Dunwoody shares what she learned along the way, from her first command leading 100 soldiers to her final assignment, in which she led a $60 billion enterprise of over 69,000 employees, including the Army's global supply chain in support of Iraq and Afghanistan. What was the driving force behind Dunwoody's success? While her talent as a logistician and her empathy in dealing with fellow soldiers helped her rise through the ranks, Dunwoody also realized that true leaders never stop learning, refining, growing, and adapting. InA Higher Standard, Dunwoody details her evolution as a soldier and reveals the core leadership principles that helped her achieve her historic appointment. Dunwoody's strategies are applicable to any leader, no matter the size or scope of the organization. They include lessons such as "Never Walk by a Mistake," a mandate to recognize when something is wrong, big or small, and to hold people accountable. Not only can this save billions for industry, it can sometimes save the lives of soldiers and citizens. She also advises that "Leaders Aren't Invincible--Don't Try to Be": to be our best, we have to acknowledge our worst. And she encourages readers to "Leverage the Power of Diversity" by creating teams of people from different backgrounds to provide a broad range of ideas and devise the best-informed decisions. With these and other guiding principles,A Higher Standard offers practical, tactical advice that everyone can use to lead and achieve with maximum success.

Required reading for all present and future leaders, this classic is for those who have to get the job done--military or not.

Puryear follows MacArthur, Marshall, Eisenhower and Patton through the years of their military service in both peace and war.

All too frequently, leadership is reduced to a simple dichotomy: the strong versus the weak. Yet, there are myriad ways to exercise effective political leadership -- as well as different ways to fail. We blame our leaders for economic downfalls and praise them for vital social reforms, but rarely do we question what makes some leaders successful while others falter. In this magisterial and wide-ranging survey of political leadership over the past hundred years, renowned Oxford politics professor Archie Brown challenges the widespread belief that strong leaders meaning those who dominate their colleagues and the policy-making process are the most successful and admirable.

Leadership has never played a more prominent role in America's national discourse, and yet our opinions of leaders are at all-time lows. Private sector leaders are widely seen as greedy to the point of being corrupt. Public sector leaders are viewed as incompetent to the point of being inept. And, levels of trust in government have plummeted. As the title of this book conveys, leaders in America are experiencing hard times. Barbara Kellerman argues that we focus on leaders, and even on followers, while ignoring an essential element of leadership: context. This book is a corrective. It enables leaders to track the terrain that they must navigate in order to create change. Rather than a handy-dandy manual on what to do and how to do it, Hard Times is structured as a checklist. Twenty-four brief sections cover key aspects of the American landscape. They trace evolutions and revolutions that have revised our norms, transformed our populations and institutions, and shifted our culture. Kellerman's crash course on context reveals how significant it is to leadership. Clearer still is the fact that leadership is more difficult than it has ever been. It is context that explains why leadership is so fraught with frustration. And, it is context that makes evident why leadership will be better exercised if it is better understood. Calling out patterns that emerge from the checklist, Kellerman challenges leaders to do better. This fascinating read will change the way that all of us think about leadership, while compelling us to consider what it means for our future.

From the former secretary of defense and author of the acclaimed #1 best-selling memoir Duty, a characteristically direct, informed, and urgent assessment of why big institutions are failing us and how smart, committed leadership can effect real improvement regardless of scale. Across the realms of civic and private enterprise alike, bureaucracies vitally impact our security, freedoms, and everyday life. With so much at stake, competence, efficiency, and fiscal prudence are essential, yet Americans know these institutions fall short. Many despair that they are too big and too hard to reform. Robert Gates disagrees. Having led change successfully at three monumental organizations--the CIA, Texas A&M University, and the Department of Defense--he offers us the ultimate insider's look at how major bureaus, organizations, and companies can be transformed, which is by turns heartening and inspiring and always instructive. With practical, nuanced advice on tailoring reform to the operative culture (we see how Gates worked within the system to increase diversity at Texas A&M); effecting change within committees; engaging the power of compromise ("In the real world of bureaucratic institutions, you almost never get all you want when you want it"); and listening and responding to your team, Gates brings the full weight of his wisdom, candor, and devotion to civic duty to inspire others to lead desperately needed change.

It’s a familiar scene in organizations today: a new competitive threat or a big opportunity emerges. You quickly create a strategic initiative in response and appoint your best people to make change happen. And it does--but not fast enough. Or effectively enough. Real value gets lost and, ultimately, things drift back to the default status. Why is this scenario so frequently repeated in industries and organizations across the world? In the groundbreaking new book Accelerate (XLR8), leadership and change management expert, and best-selling author, John Kotter provides a fascinating answer--and a powerful new framework for competing and winning in a world of constant turbulence and disruption. Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight Accelerators that drive it, and how leaders must create urgency in others through role modeling. And perhaps most crucial, the book reveals how the best companies focus and align their people’s energy and urgency around what Kotter calls the big opportunity.

From New York Times bestselling author and nationally syndicated talk radio host Dave Ramsey comes the secret to how he grew a multimillion dollar company from a card table in his living room. Your company is only as strong as your leaders. These are the men and women doing battle daily beneath the banner that is your brand. Are they courageous or indecisive? Are they serving a motivated team or managing employees? Are they valued? Your team will never grow beyond you, so here’s another question to consider. Are you growing? Whether you’re sitting at the CEO’s desk, the middle manager’s cubicle, or a card table in your living-room-based startup, EntreLeadership provides the practical, step-by-step guidance to grow your business where you want it to go. Dave opens up his championship playbook for business to show you how to: • Inspire your team to take ownership and love what they do • Unify your team and get rid of all gossip • Handle money to set your business up for success • Reach every goal you set • And much, much more!

"Resumes don't tell employers everything they need to know about prospective leadership hires. That is never truer than with our veterans. A better approach would be to ask, 'What have you learned, and how will you apply it?'" Nick Ripplinger Through honest, compelling storytelling, Nick Ripplinger takes the reader through various scenarios and illustrates how leadership decisions, both good and bad, impact a situation and the lives of those involved. By pinpointing specific lessons he learned through these experiences, Nick offers his insights and discusses how these lessons apply not only to the military but to the business world as well. In this book Nick shares lessons such as: The danger of using fear as a leadership style The significance of documenting goals The importance of taking care of yourself The value of collaboration The consequences of not having a plan Nick offers the reader a glimpse into his head and his heart as he shares his oftentimes grueling experiences. In an honest, authentic way, Nick uses these stories to illustrate what works and what doesn't with regard to effective leadership, and further explains the results and repercussions of key decisions. The stories are entertaining, but the lessons learned at the end of each chapter are invaluable for anyone wanting to grow as a leader."

POWERFUL LEADERSHIP LESSONS FROM A TRAILBLAZING FEMALE COLONEL IN THE U.S. ARMY When Jill Morgenthaler arrived at boot camp in 1975 as part of the inaugural class of women in the Army, she was one of 83 female cadets . . . on a base of 50,000 men. In The Courage to Take Command, Colonel Morgenthaler provides invaluable leadership lessons drawn from her three decades of military service--from her first days in ROTC to combat in some of the world's most dangerous war zones. Ironically, the military taught her that leadership isn't about "command and control." Rather, it requires a fine balance of reason and emotion, distance and familiarity, hard and soft power. Learn how to lead your team to success by: Being true to your vision--but being open to new ideas Tackling obstacles head-on--but using finesse to arrive at solutions Focusing on the mission--while protecting your people Projecting strong leadership presence--but serving every member of your team, especially the weakest and most vulnerable Maintaining team spirit--but refusing to tolerate mediocrity Accepting and embracing your fears--but never letting them control you Always having a plan--but also trusting your gut Expressing a healthy self-confidence--with a side of humility It took both a spine of steel and a smart sense of people for Morgenthaler to get where she did.

A project management expert identifies methods for running any project successfully based on lessons learned from the exploits of two storied explorers. * Analyzes a familiar story from a unique point of view, using the endeavors of Roald Amundsen and Robert Scott to illustrate project management concepts * Offers a practical guide to running any project successfully * Motivates and encourages behavior change by demonstrating how a little planning beats a lot of firefighting * Shows that we can learn as much from others' failures as we can from their successes * Emphasizes the importance of taking the time to plan, even when operating in crisis mode

Leadership is a most demanding undertaking. How do some people make it seem so simple, so natural and instinctive? In the age-old debate as to whether leaders are born or made, Thomas contends that the answer is both. Great leaders throughout history were born with certain capabilities. Preparation honed those capabilities. Then that ability and preparation were combined with a will to lead. When circumstances demanded, the great leaders of history pulled these attributes together to create results that drove the course of history. While leaders are present in every aspect of human undertaking, we chose to illustrate each of the components of leadership through the most dramatic and demanding of all human undertakings--war and the preparations for war. Wartime leaders are leaders "writ with a darker pen." Wartime challenges are, because of the life and death nature of the affair, more monumental and exacting. In the selection of individuals to illustrate each point, we chose wartime leaders as well as those who guided their subordinates and organizations in preparation for combat. Further we chose American leaders with a distinct and obvious bias towards the navy and Marine Corps. Multiple reasons led us to our approach for Leadership Embodied. First, a biography is perhaps the most effective method for imparting leadership lessons. Simple listings of prescriptive traits or descriptive qualities are patronizing and, frequently, boring. Second, our biographical examples are familiar to most--or at least they should be. Finally, all of these historical selections have dramatically shaped today's institutions, practices, and customs within the naval services. These are not marginal figures with marginal influence. The individuals included, and their respective leadership attributes, should be required reading for any student of leadership. Each has a particular lesson for midshipmen on their journey to becoming a navy or Marine Corps officer. This book does not promise to be a panacea. There is no short cut. Leadership does not follow a prescribed path. We study examples to inspire us to become better, to be strong when it is easy to give in, and to know others have gone before us and faced insurmountable odds. Leadership, as an ill-defined social science, crosses boundaries with several disciplines including sociology, psychology, philosophy, and history. We have selected a method that combines the psychological "profile" of effective leaders and the historical context of the impact their leadership brought to organizations and events. Our hope for this book is that these case studies illustrate the basic elements--in themselves the very essence--of leadership. It is through inherent talent, arduous preparation, and practical experience that we become capable leaders. The reader brings the first to the table; then we offer a small token in the second pursuit; and circumstances enable the third.

The one primer you need to develop your managerial and leadership skills. Whether you’re a new manager or looking to have more influence in your current management role, the challenges you face come in all shapes and sizes--a direct report’s anxious questions, your boss’s last-minute assignment of an important presentation, or a blank business case staring you in the face. To reach your full potential in these situations, you need to master a new set of business and personal skills. Packed with step-by-step advice and wisdom fromHarvard Business Review’s management archive, theHBR Manager’s Handbook provides best practices on topics from understanding key financial statements and the fundamentals of strategy to emotional intelligence and building your employees’ trust. The book’s brief sections allow you to home in quickly on the solutions you need right away--or take a deeper dive if you need more context. Keep this comprehensive guide with you throughout your career and be a more impactful leader in your organization.

NEW YORK TIMES BESTSELLER Leadership isn't about a job title - it's about action and behavior.   In SPARK, entrepreneurs, business consultants and military Veterans Angie Morgan, Courtney Lynch, and Sean Lynch show how anyone can become an extraordinary leader by embracing seven key behaviors.   Many people believe that leaders are the rare few at the upper echelons of a business or other enterprise. But the truth is leaders can be found at any level of an organization.   These are the Sparks - the doers, thinkers, innovators, and key influencers who are catalysts for personal and organizational change. Sparks aren't defined by the place they hold on an organizational chart. They are defined by their actions, commitment, and will.   When Sparks are ignited, their actions can shape their future. They make things better. They're the individuals who have the courage to challenge the status quo and take action.
   Frederick W. Smith, Chairman & CEO of FedEx Corporation, adds: The concept of leadership is not a difficult one to understand. It's that straight-forward, but it's by no means intuitive. It must be learned and practiced. SPARK will help you do just that.  
  
   SPARK's insights were hard-earned by its authors, Angie Morgan (Marine Corps), Courtney Lynch (Marine Corps), and Sean Lynch (Air Force), who today are sought-after consultants and keynote speakers, through their firm Lead Star, due to the relevant, engaging way they help individuals reimagine themselves as leaders so they can reach their true potential.   Not only does SPARK provide you with the encouragement and motivation to be a leader, it also offers online resources that will further support your leadership development. With SPARK as a blueprint, anyone can become a catalyst for change, and any organization can identify and develop Sparks.  

In Scaling Up Excellence, bestselling author Robert Sutton and Stanford colleague Huggy Rao tackle a challenge that determines every organization's success: scaling up farther, faster, and more effectively as a program or an organization creates a larger footprint. Sutton and Rao have devoted much of the last decade to uncovering what it takes to build and uncover pockets of exemplary performance, to help spread them, and to keep recharging organizations with ever better work practices. Drawing on inside accounts and case studies and academic research from a wealth of industries - including start-ups, pharmaceuticals, airlines, retail, financial services, high-tech, education, non-profits, government, and healthcare -- Sutton and Rao identify the key scaling challenges that confront every organization. They tackle the difficult trade-offs that organizations must make between "Buddhism" versus "Catholicism" -- whether to encourage individualized approaches tailored to local needs or to replicate the same practices and customs as an organization or program expands. They reveal how the best leaders and teams develop, spread, and instill the right mindsets in their people -- rather than ruining or watering down the very things that have fueled successful growth in the past. They unpack the principles that help to cascade excellence throughout an organization, as well as show how to eliminate destructive beliefs and behaviors that will hold them back. Scaling Up Excellence is the first major business book devoted to this universal and vexing challenge. It is destined to become the standard bearer in the field.

Ex-Navy commander Mark Divine reveals exercises, meditations, and focusing techniques to train your mind for mental toughness, emotional resilience, and uncanny intuition.

Most personal and organizational problems are the result of a little-known phenomenon called "self-deception." We deceive ourselves into thinking we're doing the right thing for the right reason, but people won't follow a leader whose motives are selfish.

Alexander, Hannibal, Caesar: Each was a master of war. Each had to look beyond the battlefield to decide whom to fight and why; to know what victory was and when to end the war; to determine how to bring stability to the lands he conquered. Alexander, Hannibal, and Caesar had to be not only generals but statesmen. And yet each was a battlefield commander, a strategist, a leader of men-in short, a warrior.Tactics change, weapons change, but the ultimate purpose of war remains much the same through the centuries, and a great warrior must know how to measure success. Publishers Weekly said: "No one presents the military history of the ancient world with greater insight and panache than Barry Strauss," and in Masters of Command he shows what these three great commanders can teach us today about ambition, leadership, branding, and more.Understanding where Alexander, Hannibal, and Caesar succeeded and failed can serve anyone who thinks strategically-whether in business or elsewhere-to analyze his or her actions. Masters of Command is a guidebook for the battlefield and the board room alike.

Erwin Rommel, "the Desert Fox," was a hero of the people of the Third Reich and widely respected by his opponents. Rommel proved himself highly adept at blitzkrieg warfare. Both in France and North Africa he consistently outwitted his adversaries through his ability to sense the weak spot in his enemy's deployment and by the pace at which he conducted his operations. Rommel was seriously wounded in France just three days before the aborted attempt on Hitler's life. He subsequently came under suspicion of being involved in the plot and, under pressure, committed suicide. Rommel displayed an outstanding ability to seize the initiative and retain it.

Learn effective leadership principles from two New York Times bestselling authors. John C. Maxwell will guide you through the five levels of relationships, and Brian Tracy offers proven strategies for setting standards of performance in your organization.

Advises women on how to reach previously unattainable leadership positions, explaining how they can build strategic relationships at higher levels of management while making the most of their knowledge, experience, and talents.

Dozens of top CEOs reveal their candid insights on the keys to effective leadership and the qualities that set high performers apart. What does it take to reach the top in business and to inspire others? Adam Bryant of The New York Times decided to answer this and other questions by sitting down with more than seventy CEOs and asking them how they do their jobs and the most important lessons they learned as they rose through the ranks.

Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their successes over and over? People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers might have little in com- mon, but they all started with why. Their natural ability to start with why enabled them to inspire those around them and to achieve remarkable things. In studying the leaders who've had the greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the exact same way-and it's the complete opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with WHY. Any organization can explain what it does; some can explain how they do it; but very few can clearly articulate why. WHY is not money or profit-those are always results. Why does your organization exist? Why does it do the things it does? Why do customers really buy from one company or another? Why are people loyal to some leaders, but not others? Starting with WHY works in big business and small business, in the nonprofit world and in politics. Those who start with WHY never manipulate, they inspire. And people follow them not because they have to; they follow because they want to. Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire. This book is for anyone who wants to inspire others or who wants to find someone to inspire them.

Required listening for all present and future leaders, this classic is for those who have to get the job done---military or not.

True leadership isn't a matter of having a certain job or title. In fact, being chosen for a position is only the first of the five levels every effective leader achieves. To become more than "the boss" people follow only because they are required to, you have to master the ability to invest in people and inspire them. To grow further in your role, you must achieve results and build a team that produces. You need to help people to develop their skills to become leaders in their own right. And if you have the skill and dedication, you can reach the pinnacle of leadership-where experience will allow you to extend your influence beyond your immediate reach and time for the benefit of others. The 5 Levels of Leadership are: 1. Position - People follow because they have to. 2. Permission - People follow because they want to. 3. Production - People follow because of what you have done for the organization. 4. People Development - People follow because of what you have done for them personally. 5. Pinnacle - People follow because of who you are and what you represent. Through humor, in-depth insight, and examples, internationally recognized leadership expert John C. Maxwell describes each of these stages of leadership. He shows you how to master each level and rise up to the next to become a more influential, respected, and successful leader.

The most trusted voice in business shares how he grew a $100,000,000-company from his living room table, with practical tips for starting a business.

How did Alan Mulally-an outsider to the auto industry-lead such a spectacular turnaround at Ford? How did Morgan Stanley CEO John Mack keep his company from imploding even as Lehman Brothers collapsed? What is it that enables such extraordinary leaders to galvanize their talents and energy, as well as the talents and energy of those who work for them, to achieve superior performance no matter what challenges they face?Rajeev Peshawaria has spent more than twenty years working alongside top executives at Fortune 500 companies and training them in leadership. He knows precisely what makes the difference between those who are simply bosses and those who are superior leaders, and between those who continue to rise to the top levels and those who get stuck along the way.In this lively and remarkably empowering book, Peshawaria offers readers the opportunity to experience the highest level of leadership training available in the world. Introducing the three core principles he has observed are the foundation of the best leadership-that great leaders clearly define their purpose and values; that nobody can motivate another person because everyone comes premotivated; and that a leader's job is not to directly produce results but to create the conditions that will harness the energy of others-he details his unique and proven program for achieving leadership excellence.Sharing a wealth of illuminating stories, from those of Mulally's achievement at Ford and Mack's at Morgan Stanley, to how Harvey Golub and Ken Chenault successfully restored American Express to long-term sustainable growth, how Neville Isdell turned the Coca-Cola company around, and the continuing prowess of Jeff Bezos in growing Amazon.com, he first reveals how extraordinary leaders marshal and sustain the level of energy in themselves that is required and how they enlist a core group of proficient co-leaders. He then outlines how to harness the energy and talents of those at all levels of an organization, igniting their motivation by following his guidelines for addressing their core needs. Finally, he introduces his unique Brains, Bones, and Nerves framework for developing a clear strategy for competitive advantage (the Brains); crafting an optimal organizational structure (the Bones); and fostering a highly cooperative and motivated company culture (the Nerves).Filled with specific tips about the vital questions to ask and simple but powerful steps to follow, Too Many Bosses, Too Few Leaders is a manager's essential tool kit for long-term superior performance.

Nassir Ghaemi draws on the careers and personal plights of such notable leaders as Lincoln, Churchill, Gandhi, JFK, and others from the past two centuries to build a compelling argument: the qualities that mark those with mood disorders also make for the best leaders in times of crisis. By combining analysis of historical evidence with psychiatric research, Ghaemi demonstrates how these qualities have produced brilliant leadership under the toughest circumstances. Ghaemi's analysis offers powerful tools for determining who should lead us and encourages us to rethink our view of mental illness.

The stories about Stan Slap are so remarkable that they seem like myths: He brought a room full of top-level Microsoft managers to tears, leaving them cheering "I'm hurting, too!" After a single speech at Patagonia, the company asked him to join its board of directors. One CEO described him as "Stephen Covey meets Nine Inch Nails." All this from a man who never graduated from business school, college, or even high school.Bury My Heart at Conference Room B harnesses the awe-inspiring insights of Slap's life-changing management workshops. The book is a powerful tool for creating emotional commitment in managers. That means unchecked, unvarnished devotion to the company. If you've ever witnessed a human being emotionally committed to a cause-working like they're being paid a million when they're not being paid a dime-you know that discretionary effort is worth more than their financial, intellectual, and physical commitment combined.Through unexpected case studies and a battle-tested self-assessment program, Slap shows how to help people live their deepest personal values at work, with huge payoffs for the companies that support their engagement.

The unique story of Wall Street legend Joe Grano-six defining moments in courage, leadership, and determination that will inspire readers of every age, and at every stage in lifeFrom Vietnam to 9/11, from the market crash of '87 to today's financial crisis, Wall Street legend Joe Grano has weathered the most defining crises of the last forty years. Whether leading draftees through combat as a Green Beret in Vietnam, regrouping a team of brokers during the market crash of 1987, or working tirelessly to reopen Wall Street after the attacks on 9/11, Joe has served at the front lines of our nation's most defining moments, leading and even inspiring others when things seem at their darkest.Structured around six specific crises he faced in his life and career, You Can't Predict a Hero will describe how Grano was able to triumph over challenges both personal and professional. Whether teaching himself to walk again after sustaining crippling battle wounds, rising from his hardscrabble beginnings to become a top broker at Merrill Lynch, or shepherding the merger of PaineWebber and UBS, his experience has been hard-won and his perspective like no one else's.Through it all, Grano has learned to find the opportunity in any crisis, how to calm and inspire those he leads, and how to find the real solution to what can appear as an insurmountable problem.This dynamic book will inspire anyone looking to make sense of our rapidly changing world, and how to grow and even thrive through any challenge. Problems require solutions, and crisis creates true leaders.

In this enlightening and entertaining work, Johnson presents heroism through historical examples of men and women who have inspired and transformed their world, from Samson to George Washington to Marilyn Monroe.

In the military, there's no margin for error. Wrong decisions are deadly decisions. Likewise, in business, wrong decisions can cost you your job. In Take Command, Kelly Perdew, winner of The Apprentice 2, shares how the principles he learned in the military can be used to achieve success in business.

Transforming Leadership focuses on the ways that leaders such as Ghandi, Eleanor Roosevelt, and Gorbachev emerged from being ordinary "transactional" deal makers to becoming dynamic agents of major social change who empower their followers.

The relationship between military leaders and political leaders has always been a complicated one, especially in times of war. When the chips are down, who should run the show, the politicians or the generals? In Supreme Command, Eliot Cohen examines four great democratic war statesmen, Abraham Lincoln, Georges Clemenceau, Winston Churchill, and David Ben-Gurion, to reveal the surprising answer—the politicians. The generals may think they know how to win, but the statemen are the ones who see the big picture.

With his trademark wit and precision, the author of "Founding Father" examines Washington's three spectacularly successful careers as an executive: general, president, and tycoon. This book show how one man's stuggles and successes 200 years ago can be a model for leaders today. Washington oversaw two startups - the army and the presidency. He chaird the most important meeting in American history - the Constitutiional Convention. Washington rose from being a third son who was a major in the militia to one of the most famous men in the world. At every stage in his career, he had to deal with changing circumstances, from tobacco prices to geopolitics, and with wildly different classes of men, from frontiersmen to aristocrats. Washington's example is so crucial because of the many firsts he is responsible for.

In this stunning business fiction debut, Patrick Lencioni delivers a powerful wake-up call to all of us who dare to lead.Young, ambitious, and overwhelmed, Andrew O'Brien personifies a part of every leader as he wanders in search of the elusive silver bullet that will propel him to success. He happens upon an unlikely guide who distills the seemingly infinite list of leadership perils into the five temptations of a CEO. In an intense and often combative exchange, the two debate fundamental issues faced by all leaders -- issues involving personal integrity and effectiveness in the ongoing struggle for success. While some of these topics have been bandied about in the leadership literature for years, here they actually begin to make sense.Refreshingly original and utterly compelling, Andrew's story will serve as a timeless and potent reminder that success as a leader can come down to practicing a few simple behaviors -- behaviors that are painfully difficult for each of us to master.

"Pulitzer Prize winning historian James MacGregor Burns devoted his legendary career to the study of leadership in all its aspects-from politics to business. Leadership, Burn's pioneering sudy, introduces the highly influential theory of 'transformational leadership," stating that the best leaders are those who inspire others to come together toward the achievement of higher aims. Featuring fascinating case studies drawn from history, Leadership is the classic text for anyone seeking to understand executive decision-making, the dynamics of influence, and moral leadership."-CASE COVER

The War Below is a dramatic account of extraordinary heroism, ingenuity, and perseverance--and the vital role American submarines played in winning the Pacific War. Focusing on the unique stories of the submarines Silversides, Drum, and Tang--and the men who skippered and crewed them--James Scott takes readers beneath the waves to experience the thrill of a direct hit on a merchant ship and the terror of depth charge attacks. It's a story filled with incredible feats of courage, including an emergency appendectomy performed with spoons by an inexperienced medic and the desperate struggle of sailors to escape from a flooded submarine stuck on the bottom, as well as tragic moments such as American submarines sinking an unmarked enemy ship carrying some 1,800 American POWs.

Leon Panetta's first career, beginning as an army intelligence officer and including 16 years in the House of Representatives, lasted thirty-five years and culminated in his role as Clinton's budget czar and White House chief of staff. He then "retired" to establish the Panetta Institute with his wife of fifty years, Sylvia; to serve on the Iraq Study Group; and to protect his beloved California coastline. But in 2009, he accepted what many said was a thankless task: returning to public office as the director of the CIA, taking it from a state of turmoil after the Bush-era torture debates and moving it back to the vital center of America's war against Al Qaeda, including the campaign that led to the killing of Osama bin Laden. And then, in the wake of bin Laden's death, Panetta became the U.S. Secretary of Defense, inheriting two troubled wars in a time of austerity and painful choices. Worthy Fights is a reflection of Panetta's values. It is imbued with the frank, grounded, and often quite funny spirit of a man who never lost touch with where he came from: his family's walnut farm in beautiful Carmel Valley, California. It is also a testament to a lost kind of political leadership, which favors progress and duty to country over partisanship. Panetta is a Democrat who pushed for balanced budgets while also expanding care for the elderly and sick; a devout Catholic who opposes the death penalty but had to weigh every drone strike from 2009 through 2011. Throughout his career, Panetta's polestar has been his belief that a public servant's real choice is between leadership or crisis. Troubles always come about through no fault of one's own, but most can be prevented with courage and foresight.

"Steve Chandler's coaching has had a tremendous impact in my life. He was vital to my personal transformation from a man of ideas and dreams to a person of action and reality." --Radames Soto, former managing director, The Wall Street Journal "Steve Chandler lights you up with the glow of his internal neon…what he proposes is so rock solid and reassuring…." --Lisa Schnebly, The Arizona Republic The world of leadership has changed dramatically since100 Ways to Motivate Otherswas written, and now Chandler and Richardson have revised and refreshed their organizational classic to meet the times. They have crafted a vital, user-friendly, inspirational guide for executives, managers, and professionals…and those aspiring to reach their level.100 Ways to Motivate Othersis based on years of successful live workshops, seminars, and personal coaching programs on communication and leadership. This new edition includes fresh insights into communication and rapid decision-making, the importance of personal self-leadership and physical energy, and exciting new methods for enrolling clients and selling to customers in service-oriented ways that leave behind the old paradigm of manipulation and persuasion. The authors will help you learn: How to slow down and enjoy a new level of focus. How to build on your peoples' strengths. A simple and creative way to hold people accountable. How to enjoy cultivating the art of supportive confrontation.

What Is Leadership? is a leadership retreat in a box. With it you'll have unlimited access to the world's top success coaches-for the price of a business lunch. This audio collection will give you the confidence to take your team to new heights.

With the increase in the number of organizational leadership development programs, there is a pressing need for evaluation to answer important questions, improve practice, and inform decisions. The Handbook is a comprehensive resource filled with examples, tools, and the most innovative models and approaches designed to evaluate leadership development in a variety of settings. It will help you answer the most common questions about leadership development efforts, including: What difference does leadership development make? What development and support strategies work best to enhance leadership? Is the time and money spent on leadership development worthwhile? What outcomes can be expected from leadership development? How can leadership development efforts be sustained?

The AMA Handbook of Leadership features insights from best-of-the-best thought leaders and executive leadership coaches on topics from talent development, the arts and leadership, and competitive advantage through leadership, to leading across cultures, sustainability, executive transition, and many more timeless (and timely) issues. Filled with powerful examples and full case studies, the book includes previously unpublished articles from:
 
Frances Hesselbein ¿ R. Roosevelt Thomas, Jr. ¿ Dave Ulrich ¿ John (Jack) Zenger ¿ Nancy J. Adler ¿ John Baldoni ¿ Judith M. Bardwick ¿ Marshall Goldsmith ¿ James F. Bolt ¿ Marc Effron ¿ Joe Folkman ¿ Colin Gautrey ¿ Paul Hersey ¿ Maya Hu-Chan ¿ Wendy Johnson ¿ Beverly Kaye ¿ Paula Kruger ¿ Laurence S. Lyons ¿ D. Quinn Mills ¿ Howard Morgan ¿ Luke Novelli, Jr. ¿ Miriam Ort ¿ Gary Ranker ¿ Robert H. Rosen ¿ Norm Smallwood ¿ Andrew Sobel ¿ Fons Trompenaars ¿ Albert A. Vicere ¿ Peter Woolliams ¿ and Patricia Wheeler
 
In a challenging business climate, enterprises look to their leaders. Some situations call for drastic change, while others require the fortitude to stay the course. Who better to help today¿s business leaders than the greatest leadership thinkers of our time?

According to John Adair, the most important word in the leader's vocabulary is "we" and the least important word is "I". But if this is true, it raises one important question: Why do psychological analyses of leadership always focus on the leader as an individual — as the great "I"? One answer is that theorists and practitioners have never properly understood the psychology of "we-ness". This book fills this gap by presenting a new psychology of leadership that is the result of two decades of research inspired by social identity and self-categorization theories. The book argues that to succeed, leaders need to create, champion, and embed a group identity in order to cultivate an understanding of 'us' of which they themselves are representative. It also shows how, by doing this, they can make a material difference to the groups, organizations, and societies that they lead. Written in an accessible and engaging style, the book examines a range of  central theoretical and practical issues, including the nature of group identity, the basis of authority and legitimacy, the dynamics of justice and fairness, the determinants of followership and charisma, and the practice and politics of leadership. The book will appeal to academics, practitioners and students in social and organizational psychology, sociology, political science and anyone interested in leadership, influence and power.

How many managers have time to plow through big books of leadership development? None! And they'll never need to with this slender book of 50 simple yet powerful ideas. The Little Book of Leadership Development goes straight to the heart of great leadership. Free of complicated theories, it focuses on what reallyworks to get people motivated, working effectively, and acting as leaders themselves. The book delivers streamlined instructions on modeling behaviors, sharing information, building accountability, stretching teams, providing feedback, and 45 other practical strategies. Readers will be able to design a system of development tailored to their team and organization. Managers with the ability to self-reflect and a willingness to implement these positive, powerful ideas will see quick improvements - in communication, efficiency, morale, and every other measure that points to a committed team of emerging leaders.

Leadership Bloopers and Blunders is a common sense book on what not to do as a leader. The book is divided into six distinct chapters which help to identify common leadership mistakes that can lead to disaster for teachers and school leaders.

Advance Praise for Appreciative Leadership: "A must-read for leaders at all levels who believe that both common sense and business sense require engaging and encouraging rather than mandating or manipulating. It may become my most-recommended book." -- Frank Rogers-Witte, Ph.D., Director, Executive Staff Effectiveness, Hewlett-Packard IPG "Building on a simple but powerful idea, Appreciative Leadership offers an approach to organizational transformation applicable to institutions as varied as businesses, universities, church bodies, and health systems. Packed with dozens of stories andsuggestions, it offers key insights translated into replicable strategies for action." -- Jane McAuliffe, Ph.D., President, Bryn Mawr College "The positive basis of power is illuminated brilliantly in this courageous leadership book. Appreciative Leadership touches the heart of leadership--the kind people most deeply desire--in a way that will change lives, businesses, and every relationship you wish to build." -- David L. Cooperrider, Ph.D., Professor of Social Entrepreneurship, Case Western Reserve University "Leadership driven by principles and integrity is more important today than ever. Appreciative Leadership shows how to blend principles of collaboration, quality, and service for both long-term achievement and practical daily impact. It provides amodel of success for a new generation of leaders." -- R. Edward Howell, Vice President and Chief Executive Officer, University of Virginia Medical Center The Positive Approach to Leadership That Brings Out the Best in Everyone Appreciative Inquiry has become one ofthe most popular new management tools in business today. Its premise is simple yet profound: Instead of focusing on what''s wrong in the workplace, learn about and build upon what works. Dr. Diana Whitney--a leader in the field of Appreciative Inquiry--and colleagues Amanda Trosten-Bloom and Kae Rader bring the next generation of these ideas forward, with practical and proven tools for leadership. Arefreshingly different approach to managing organizations, Appreciative Leadership turns conventional management thinking on its head, demonstrating how to get results with "positive power." All you need are the five "I''s" . . . INQUIRY: Leading with positively powerful questions. ILLUMINATION: Bringing out the best in people and situations. INCLUSION: Engaging with others to cocreate the future. INSPIRATION: Awakening the creative spirit. INTEGRITY: Making choices for the good of the whole. This revolutionary approach brings people together, drives companies forward--and takes your leadership skills to a whole new level. Appreciative Leadership shows you how to fully engage your team through positive inquiry and open dialogue--so that everyone feels included and valued, inspired and motivated . . . and ready to work together to win. In this user-friendly guide, you''ll discover excitingnew techniques to open up discussions, exchange ideas, agree on a plan, and follow up on your goals. You''ll learn simple tips on how to keep your team on track with a can-doattitude. And you''ll find satisfying new ways to be engaged, passionate, and present. This book isn''t a quick-fix solution to your management problems. It''s a full-time, lifelong commitment to your values, your vision, and your connection to others. This is how the best leaders in the world bring out thebest in people, their organizations, and themselves. This is Appreciative Leadership. Diana Whitney, Ph.D., is the president of Corporation for Positive Change, an international consultancy based in North Carolina, bringing Appreciative Inquiry to the most pressing issues of our time. She is a sought-after speaker, consultant,and executive advisor for clients such as Merck, British Airways, Verizon, and Johnson & Johnson. Amanda Trosten-Bloom is the managing director of Corporation for Positive Change. She is an internationally recognized consultant, author, and speaker. Kae Rader is a consulting partner of Corporation for Positive Change, has extensive managerial experience, and is an experienced consultant and speaker.

With Leadership Lessons from West Point as a guide, leaders in the business, nonprofit, and government sectors can learn leadership techniques and practices from contributors who are teaching or have taught at the U.S. Military Academy at West Point and have served in positions of leadership that span the globe. These military experts cover a broad range of topics that are relevant to any leadership development program in any sector. The articles in this important resource offer insight into what leadership means to these experts-in both war and peacetime-and describe their views on quiet leadership, mission, values, taking care of people, organizational learning, and leading change.

Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture tranforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today′s business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.

This book represents a most robust look at the study of leadership while representing multiple disciplines in a quest to find agreement about leadership and theory. Russ Volckmann, International Leadership Review In this compelling book, top scholars from diverse fields describe the progress they have made in developing a general theory of leadership. Led by James MacGregor Burns, Pulitzer Prize winning author of the classic Leadership (1978), they tell the story of this intellectual venture and the conclusions and questions that arose from it. The early chapters describe how, in order to discuss an integrative theory, the group first wrestled with the nature of theory as well as basic aspects of the human condition that make leadership necessary and possible. They then tackle topics such as: the many faces of power woven into the leadership fabric; crucial elements of group dynamics and the leader follower relationship; ethical issues lying at the heart of leadership; constructivist perspectives on leadership, causality, and social change; and the historical and cultural contexts that influence and are influenced by leadership. The book concludes with a commentary by Joanne Ciulla and an Afterword by James MacGregor Burns. The contributors thorough coverage of leadership, as well as their approach to this unique undertaking, will be of great interest to leaders, students and scholars of leadership.

Louisiana Governor Bobby Jindal, a rising star in the GOP, has been touted as the future face of the Republican Party. In his new book, Jindal presents his own solutions to today's most pressing problems and reveals how we can restore America to greatness.

As organizations become more global and less hierarchical there is a need for leadership to provide direction and cohesion and take companies through the organizational changes necessary for survival. This is a self-improvement course: readers can analyze their strengths and weaknesses with guidance on taking on new leadership roles, communicating change to employees, disturbing the organizational culture to make things happen, and mobilizing staff to pull in the same direction.

Nassir Ghaemi draws on the careers and personal plights of such notable leaders as Lincoln, Churchill, Gandhi, JFK, and others from the past two centuries to build a compelling argument: the qualities that mark those with mood disorders also make for the best leaders in times of crisis. By combining analysis of historical evidence with psychiatric research, Ghaemi demonstrates how these qualities have produced brilliant leadership under the toughest circumstances. Ghaemi's analysis offers powerful tools for determining who should lead us and encourages us to rethink our view of mental illness.

Special Ops fighting forces like the Navy SEALS, Green Berets, and Delta Force accomplish impossible-seeming feats while up against extraordinary odds on every single mission.It takes great leadership skills to guide these teams to victory, and these same principles can be used just as effectively in the workplace.Secrets of Special Ops Leadership reveals the key principles behind Special Ops leadership, illustrating them with dramatic real-life stories of different special ops forces in action.Secrets of Special Ops Leadership shows business leaders how to lead to win, no matter what obstacles they and their organisation face.

The Center for Creative Leadership (CCL) is the world's premier institution devoted exclusively to leadership research and education. For more than three decades, CCL has worked with hundreds of thousands of executives to create practical models, tools, and publications for the development of effective leaders and organizations. This important collection is drawn from CCL's long-running publication Leadership in Action. The guide examines the skills that you need to successfully give and receive feedback, make use of coaching, work with difference, deal with change, achieve work-life balance, and address the larger issue of expanding the leadership capacity of your organization.

How the world's most dynamic organization prepares its leaders for battle, with valuable insights for today's business arena For mor than 50 years,The U.S. Army Leadership Field Manualhas provided leadership training for every officer training program in the U.S. Army. This trade edition brings the manual's value-based leadership principles and practices to today's business world. The result is a compelling examination of how to be an effective leader when the survival of your team literally hangs on your decisions. More than 60 gripping vignettes and stories illustrate historical and contemporary examples of army leaders who made a difference. TheU.S. Army Leadership Field Manualalso provides: A leadership approach based on the army's core principles of "Be, Know, Do" Hands-on lessons to enhance training, mentoring, and decision-making skills Chapters that focus on the different roles and requirements for leadership

In this book, some of the world's leading scholars come together to describe their thinking and research on the topic of the psychology of leadership. Most of the chapters were originally presented as papers at a research conference held in 2001 at the Kellogg School of Management of Northwestern University. The contributions span traditional social psychological areas, as well as organizational theory; examining leadership as a psychological process and as afforded by organizational constraints and opportunities. The editors' goal was not to focus the chapters on a single approach to the study and conceptualization of leadership but rather to display the diversity of issues that surround the topic. Leadership scholars have identified a host of approaches to the study of leadership. What are the personal characteristics of leaders? What is the nature of the relation between leaders and followers? Why do we perceive some people to be better leaders than others? What are the circumstances that evoke leadership qualities in people? Can leadership be taught? And so on. The contributions to this book examine these important questions and fall into three categories: conceptions of leadership, factors that influence the effectiveness of leadership, and the consequences and effects of leadership on the leader. All in all, the chapters of this volume display part of a broad spectrum of novel and important approaches to the study of the psychology of leadership. We hope that they are equally useful to those who are or would be leaders and to those who study the topic. As recent events have served to remind us, it is too important a topic to be ignored by psychologists.

Leadership development is self-development. The quest for leadership is first an inner quest to discover who you are. That is clearly the premise of this wonderful collection of developmental activities. They guide learners on that fascinating journey of self-awareness and self-confidence that can only come from experiencing something in themselves for themselves." - from the foreword byJames M. Kouzes, co-author, The Leadership Challenge When it comes to preparing a new generation of leaders, trainers have their work cut out for them. In addition to being a critical competency in itself, the task of leadership necessarily involves mastering a whole host of other skills . . . and it's up to you as a trainer to keep participants engaged and active throughout the learning process. The Leadership Training ActivityBook is a collection of engaging, sure-fire exercises based on the best, most up-to-date learning theory for preparing the leaders of tomorrow. The book features easily adaptable modules designed for beginning to advanced skill levels, short or long sessions, and large or small groups. You'll find the perfect training exercises to help new and experienced leaders improve their understanding of crucial topics such as: trust * values * networking * conflict resolution * diversity * negotiation * listening skills * mentoring * vision * communication * and more The Leadership Training Activity Book provides trainers with a wide range of activities to help teach and apply the most critical leadership competencies participants need, enabling you to develop and liberate the leadership qualities learners already have within themselves. It is a unique collection of proven exercises that will elicit the best from those who wish tolead.

Leading a team through periods of rapid change can be a leader's toughest problem. Discover the tools that leaders like Steve Jobs of Apple Computers know: that change managed correctly can result in massive quarterly growth in revenues and earnings while maintaining high morale and fiercely loyal employees. Explore the barriers to change and where they come from, along with the tools to overcome the natural human resistance to change. How you lead your team will shape the direction of your company in the global economy of the twenty-first century. Every good leader knows that you can learn from others-discover the top twelve reasons why organizational change fails from New York Times bestselling authors. Clearly understand the seven phases of change that people experience and you will be equipped to lead your people to success.Contents include:Embracing Change! by Dr. Larry IversonThe Science of Change Management by Dr. Larry IversonLeadership Strategies for the Four Stages of Change by Laura StackThe Foundation for Successful Change by Zig ZiglarLeading Beyond Your Own Style by Jennifer SedlockHow to Understand the Generation Differences by Brad WorthleyLeading Others Through the Barriers and Resistance to Change by Dr. Sheila Murray BethelThe Age of Change-Leading in the "New Normal" by Dr. Sheila Murray BethelThe Critical Change Basics Needed to Prosper...Ignore Them and Risk Failure by Dr. Sheila Murray BethelFundamental Qualities of a New Breed of Change Master-Leader by Dr. Sheila Murray BethelBuild a Personal Coping Strategy-Stay Grounded in the Midst of Change by Dr. Sheila Murray BethelThe "S.T.A.R" Model Helps Others Change and Grow by Dr. Sheila Murray BethelHow to Stay Positive and Focused in Uncertain Times by Sarita MaybinThe 12 Reasons Why Organizational Change Fails by Mark SanbornBonus PDF:Leading Change and Change Management WorkbookFor access to the PDF workbook follow this link: http://www.blackstoneaudio.com/docs/ANewBreedofLeader.pdf

Leadership in today's organizations is a tough business. Organizational leaders face a number of challenges as their jobs, and the world around them, become increasingly complex. Trends, such as organizational "delayering," rapid technological advances, and increased employee empowerment require that leaders adapt their techniques and styles of leadership to meet these new challenges. Consequently, there has been an explosion of interest in leadership in recent years as researchers and management educators struggle to understand the process of leadership development, how it operates, and what characteristics make effective leaders. Born of these questions, the 11th Annual Kravis-de Roulet Leadership Conference at Claremont McKenna College brought together an impressive slate of scholars whose theories, research, and cutting-edge techniques are now gathered together in this impressive volume. Each chapter asks and answers questions about the current state of the field while providing future direction for research to help bridge the gap between leadership researchers and leadership development practitioners. Notable topics include chapters on "e-leadership" and leadership within the "virtual" organization, exploring 360-degree feedback, the importance of "social capital," and a comprehensive analysis of the well-researched theory of Leader Member Exchange.

This collection of inspiring essays focuses on the practice of servant-leadership in organizational and business settings. Focus on Leadership addresses how servant-leadership is now increasingly recognized as being on the forefront of emerging leadership thinking. This book features a Foreword by Ken Blanchard as well as writing from: Hamilton Beazley * Julie Beggs * Warren Bennis * Ken Blanchard * John C. Bogle * Rubye Howard Braye * John Burkhardt * John Carver * Stephen R. Covey * Max DePree * K. Brian Dorval * Kent A. Farnsworth * Tamyra L. Freeman * Robert K. Greenleaf * Dee Hock * Scott G. Isaksen * Joseph Jaworski * Michael Jones * Ann McGee-Cooper * Russ S. Moxley * Nancy Larner Ruschman * John P. Schuster * James D. Showkeir * Ruth Mercedes Smith * Larry C. Spears * Duane Trammell * David S. Young * Scott W. Webster * Margaret Wheatley * Judy Wicks * Lea E. Williams * Danah Zohar

InThe Many Facets of Leadership, more than 40 top leadership experts share their insights on every aspect of leadership in the 21st century. This book brings together new ideas and techniques for leading change, promoting learning and innovation, handling complexity and crisis, overcoming blind spots, managing knowledge workers, coaching tomorrow's leaders, increasing value, retaining customers, and much more.

Leadership coaching has become vitally important to today's most successful businesses. The Art and Practice of Leadership Coaching is a landmark resource that presents a variety of perspectives and best practices from today's top executive coaches. It provides valuable guidance on exactly what the best coaches are now doing to get the most out of leaders, for now and into the future. Revealing core philosophies, critical capabilities, and the secrets of coaching success, this one-of-a-kind guide includes essays from fifty top coaches, including Ken Blanchard and Frances Hesselbein. Packed with cutting-edge ideas and proven best practices, this is the definitive source of information for anyone dealing with coaching.

Smart Leadership provides a completely up to date overview of the current thinking on leadership. It outlines the latest theories and principles you need to apply to be a successful leader and includes tips and wisdom from the greatest business thinkers and writers. Smart books are essential primers to the key issues facing business people. They are practical and action-oriented, providing instant knowledge for ambitious and hungry professionals who want to make a lasting impression throughout their career. Smart books are designed to give killer approaches to key business subjects, and deliver sound principles in a style that is both informative and has attitude. They are the prefect resource for time-starved, information-hungry business people everywhere!

It s Not About the Coffee outlines a simple yet effective approach to success: focus on people over profits. It presents ten enduring and memorable principles that Howard Behar, one of three top executives who helped shape the Starbucks organization, has used in his own life and has practiced as a leader and in developing leaders at all levels at one of the most recognized and respected companies in the world.

Leaders face numerous critical crossroads in their careers, moments that can provide extraordinary learning and growth opportunities or ensnare them and prevent further development. The good thing about these passages is that they're predictable, and with proper preparation, leaders not only can survive them to become stronger but can use these experiences to enhance their leadership, compassion, and effectiveness. This book lays out thirteen specific "leadership passages" based on research, interviews, and coaching of senior executives in such well-known companies as Johnson & Johnson, Novarits, Intel, GE, and Bank of America. For each passage, the authors describe what to expect, how the passage constitutes a choice point, and what effective leaders do to navigate and grow from the challenge. Some of the passages include: moving into a leadership role for the first time, dealing with significant failure for which you are responsible, derailing/losing your job, being acquired/merging, losing faith in the system, understanding the importance of children, family and friends, and personal upheavals such as divorce, illness, and death. The authors provide a wealth of practical tools and techniques to improve your leadership, along with real-life examples from recognizable leaders and breakthrough ways in which companies can use the concept of leadership passages to grow talent.

In this important book, successful organizations?including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair?share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they Commit to organizational objectives and culture Transform behaviors, cultures, and perceptions Implement competency or organization effectiveness models Exhibit strong top management leadership support and passion

Praise for NO EXCUSE LEADERSHIP " A great read. Brace Barber was a superb leader, Ranger, and great American. I was proud to serve with him. This book is a must on every Ranger or those who wish to be' s . . . coffee table." - Colonel David Hunt Fox News Military Analyst " A great book, designed to demonstrate how one can achieve the mental toughness to succeed . . . no matter what the adversity." - J. D. Lock coauthor of To Fight with Intrepidity: The Complete History of the U.S. Army Rangers, 1622 to Present and author of The Coveted Black and Gold " I thoroughly enjoyed it. Matter of fact: had a tough time putting it down." - Hazen L. Baron COL, Infantry, Commander, Ranger Training Brigade " A terrific, hard-hitting book on leadership!" - Christopher D. Kolenda editor and coauthor of Leadership: The Warrior' s Art " An excellent book for young people wishing to expand their horizons and tap their potential. As a former soldier, I highly recommend this book for those wishing to push farther and harder than their peers." - Michael Yon author of Danger Close " The challenging demands of U.S. Army Ranger School training as well as the resulting career and lifetime benefits that accrue to those who have the heart and courage to persevere are vividly recounted in this enlightening and very motivating book." - USMC Major General (Ret.) Ted Hopgood Commandant, Corps of Cadets, Texas A& M University " I would place it on the recommended reading list for those going to Ranger School and those looking for a studyin leadership. It is about life- setting high goals and then pushing yourself to the limit and beyond to achieve those goals." - Colonel Thomas H. Aldrich Professor of Military Science, Norwich Uni

At last, there's a business leadership book that really tackles the tough issues of integrity and governance. Taking a unique approach to leadership, this book gathers the path-breaking perspectives of influential shareholder activists; opinion-leading CEOs of major firms; trailblazing, distinguished academics; and courageous regulators. The all-star roster of contributors from the corporate world and academia includes Vanguard′s John Bogle, former SEC Chairman Arthur Levitt, and Harvard Business School′s Rosabeth Moss Kanter. Sherron Watkins, Enron whistleblower and Time Person of the Year, shares an inside look at Enron, and Barbara Ley Toffler, former head of Arthur Andersen′s Ethics Practice, paints a picture of Anderson Consulting before their fall.

How to Build and Coach an Extraordinary Team "Danny Cox knows how to build a strong, high-morale team that outperforms market conditions. The techniques shared in this book influenced me and I know they will impact you also. Run, don't walk, to buy this book!"--John C. Maxwell, bestselling author ofThe 21 Irrefutable Laws of Leadership "Danny Cox has brought his experience and enthusiasm into every page of this book. Our company is expanding rapidly and this is a great book to read and reread. It's full of "ah-ha's!" Keep your highlighter (and a spare) handy."--Stew Leonard, Jr., President, Stew Leonard's Dairy Store, one ofFortune's "Best Companies to Work For" "This book is destined to become a leadership classic. Danny Cox gives great insight into the leadership process by using a step-by-step format mixed with hisuniquesense of humor. It should be required reading for anyone wanting to be more than "just a manager."--Carl Anderson, Regional Sales Director, Aventis Pasteur "Proven . . . practical . . . down-to-earth. Excellent book."-Zig Ziglar, Chairman, The Zig Ziglar Corporation

In this third edition of his classic book, Edgar Schein shows how to transform the abstract concept of culture into a practical tool that managers and students can use to understand the dynamics of organizations and change. Organizational pioneer Schein updates his influential understanding of culture--what it is, how it is created, how it evolves, and how it can be changed. Focusing on today's business realities, Schein draws on a wide range of contemporary research to redefine culture, offers new information on the topic of occupational cultures, and demonstrates the crucial role leaders play in successfully applying the principles of culture to achieve organizational goals. He also tackles the complex question of how an existing culture can be changed--one of the toughest challenges of leadership. The result is a vital resource for understanding and practicing organizational effectiveness.

The authors of this book have reverse-engineered the leadership techniques and strategies used to lead SEAL teams in combat and applied them to the business world. The lessons they present⬔lessons that focus on the ability to create, manage, and lead effective teams⬔are as appropriate in the boardrooms of New York as they are on the battlefield. The book will teach leaders how to:· Effectively communicate objectives in a way that builds loyalty, and educates and motivates your workforce.Construct and re-enforce organizational structures that optimize communication and decision-making processes.Acquire and keep essential team members without resorting to pay increases.Train and maintain an effective, market-leading team.Leverage team members to expand and contract a workforce rapidly without business risk.Turn an employee into a profit entrustingg real-life stories from the front lines to illustrate their points as well as examples from the business world, the Cannonsâ¬" book will provide valuable guidance to managers and leaders.

In the wake of continuing corporate scandals there have been few, if any, CEOs that have stepped forward as models of "doing things right"-except the former chairman and CEO of Medtronic, Bill George. George has become the unofficial spokesperson for responsible leadership-in business, the media, and academia. In Authentic Leadership Bill George makes the case that we do need new leaders, not just new laws, to bring us out of the current corporate crisis. He persuasively demonstrates that authentic leaders of mission-driven companies will create far greater shareholder value than financially oriented companies. During George's twelve-year leadership at Medtronic, the company's market capitalization soared from $1.1 billion to $460 billion, averaging 35% per year. George candidly recounts many of the toughest challenges he encountered -- from ethical dilemmas and battles with the FDA to his own development as a leader. He shows how to develop the five essential dimensions of authentic leaders-purpose, values, heart, relationships, and self-discipline. Authentic Leadership offers inspiring lessons to all who want to lead with heart and with compassion for those they serve. Bill George helps readers answer vital questions such as: What should I do when my personal values conflict with company business values? How do I make trade-offs between the needs of my customers, my employees, and my company's shareholders? Do I really want to devote my talents to business? Authentic Leadership provides a tested guide for character-based leaders and all those who have a stake in the integrity and success of our corporations.

Kelly Perdew winner of The Apprentice 2 has it what it takes to lead. His secret weapon: the principles he learned at West Point, as a U.S. Army Intelligence Officer, and as an Airborne Ranger principles that he s applied to business with the same firepower determination that makes our military the best on the battlefield. In Take Command, he shows how business luminaries with military training, such as Donald Trump, Ross Perot, Marty Evans, Bill Coleman, and Roger Staubach, have achieved their success.

Chris Loving shares a unique & thought-provoking perspective on leadership in business, relationships & life.

A leadership book that takes up where many others leave off by explicitly defining the factors or elements of leadership that explain what happens when leadership occurs.

Robert Starratt, a teacher of people in leadership positions, presents the foundations for the theory of leadership. Based on a framework divided into building blocks, various concepts of leadership such as values, change, power and structure are explained and analyzed, and ways of incorporating them into school management are addressed. He presents a picture of leadership as a variety of disciplines - history, philosophy, psychology, politics, sociology, theology - amongst others, and with the idea that the student of leadership must be one of change.; This text is primarily intended for headmasters, education managers and administrators, students and lecturers in education and philosophers of education.

Written by David Dotlich and Peter Cairo-- two of the country's top executive coaches and educators-- "Unnatural Leadership" debunks the common notion of the natural leader as a flawless figure. The book describes the truth about being a real leader in a business environment turned upside down by e-commerce, diversity, security concerns, globalization, and matrix structures. Drawing on personal experience working with successful leaders in top-tier companies throughout the world, Dotlich and Cairo identify a style of leadership used by those who succeed in complicated business and people situations, a style that maximizes a leader's strengths and acknowledges weaknesses.

In The Leadership Engine, Noel Tichy showed how great companies strive to create leaders at all levels of the organization, and how those leaders actively develop future generations of leaders. In this new book, he takes the theme further, showing how great companies and their leaders develop their business knowledge into "teachable points of view," spend a great portion of their time giving their learnings to others, sharing best practices, and how they in turn learn and receive business ideas/knowledge from the employees they are teaching. Calling this exchange a virtuous teaching cycle, Professor Tichy shows how business builders from Jack Welch at GE to Joe Liemandt at Trilogy create organizations that foster this knowledge exchange and how their efforts result in smarter, more agile companies, and winning results. Some of these ideas were showcased in Tichy's recent Harvard Business Review article entitled, "No Ordinary Boot Camp." Using examples from GE, Ford, Dell, Southwest Airlines and many others, Tichy presents and analyzes these principles in action and shows how managers can begin to transform their own businesses into teaching organizations and, consequently, better-performing companies.

The relationship between military leaders and political leaders has always been a complicated one, especially in times of war. When the chips are down, who should run the show, politicians or generals? Eliot Cohen reveals the surprising answer.

This book focuses on the behavioral and personality areas that can be used to strengthen one's skills and to make wise decisions about when and how to lead. It was written for the working professional who wants to learn what he or she can do by working with their personality to become more satisfied with and masterful in their leadership roles. Good leaders have learned to succeed over time by acquiring the needed range of personal skills, much like one learns a second language. Geared for entry and mid-term leaders, this book is an empirically based training guide to acquire knowledge and implement a plan to help increase one's leadership skills. Within the framework of 10 chapters, this book: * promotes a shared recognition of the role that personality plays in leadership by reviewing a case study of representative leadership situation that both identifies familiar personal struggles and organizational changes; * offers a way of thinking about how personality in general and the Big 5 in particular fills in the gaps and connects the pieces when it comes to how people become effective leaders; * illustrates how--within the Big 5 framework--to use the 2nd language approach to leverage natural personality strengths and manage weaknesses in an effort to build greater leadership effectiveness; * makes available 2nd language tools including effective intervention strategies and goal setting techniques based on enabling philosophies to understand what makes this approach accessible and practical to use; and * reassures that most leadership failures are reversible and that through using the 2nd language approach, these inevitable and sometimes necessary setbacks afford clarity about how to use your style to the best advantage.

The more you manage your employees, the more dependent they become-and the tougher your life becomes. It's the key paradox of management-andPowerful Leadershiphelps you cut right through it. This book distills seven powerful leadership principles into a natural, efficient, complete approach to unleashing your employees' potential - and your own. These principles simplify your life, reduce your stress, and transform management into an opportunity for unprecedented personal growth.

A comprehensive guide to the strategies and initiatives of legendary CEO Jack Welch In his two decades as CEO, Jack Welch's principles, strategies, and tenets transformed GE into one of history's most dynamic and valuable corporations. As a result, executives in all industries are now eager to hear Welch's every pronouncement­­and implement his strategies in their own organizations. The Jack Welch Lexicon of Leadership is the first alphabetically structured collection to place Welch's career in perspective, and trace the evolution of his key ideas and innovations. Intended to stand on its own as well as complement Welch's eagerly awaited upcoming memoir, this timely book provides readers with analysis and perspective on Six Sigma­­the revolutionary program that "changed the DNA of GE"­­as well as dozens of other Welch concepts and initiatives (including Globalization, Work-Out, the E-Initiative, and others).

Pragmatically focused on the actions that one can take, this unique work delivers ninety-one pithy lessons in the fine art of leadership. Author James O2Toole packs thirty years of leadership coaching experience into a one-of-a-kind guide you can reference for expert advice on how to become a superior leader. The one- to two-page sections are alphabetically arranged for easy reference and address such topics as getting started, communication, delegation, trust, and vision. Throughout, O2Toole invests his lessons with examples of great leaders in action to show readers precisely what to do to accomplish the same goals. It2s like having your own personal leadership coach in book form.

Colonel Cox examines the command of Lt Gen George H. Brett in his wartime assignments. General Brett's leadership did not take him to four stars, why? Cox looks at the reasons why he was not promoted, especially, as he began his war time service second in command to Gen Henry "Hap" Arnold. In his examination, first published in 2004, Cox shows the reader Brett's outstanding leadership, his limitations, and delves into the interplay of broader factors that ultimately impacted General Brett's career. This book provides insight toward becoming an effective commander and leader.

A landmark book, Results-Based Leadership challenges the conventional wisdom surrounding leadership. Authors Ulrich, Zenger, and Smallwood - world-renowned experts in human resources and training - argue that it is not enough to gauge leaders by personal traits such as character, style, and values. Rather, effective leaders know how to connect these leadership attributes with results. Results-Based Leadership shows executives how to deliver results in four specific areas: results for employees, for the organization, for its customers, and for its investors. The authors provide action-oriented guidelines that readers can follow to develop and hone their own results-based leadership skills. By shifting our focus to the connection between the attributes and the results of leadership, this perceptive new guide fundamentally improves our understanding of effective leadership. Results-Based Leadership brings a refreshing clarity and directness to the leadership discussion, providing a hands-on program to help executives succeed with their leadership challenges.

Back to Basics Management explains the difference between business administration and business management, how this distinction has been obscured, and the need to revive the craft of leadership in management. It is an invaluable book for every conscientious manager, detailing the tools used in effective management, and it offers concise and comprehensive guidelines for developing and refining primary leadership skills including Creative Listening, Decision Making, Managing Change, Managing Motivation, Managing Time, Managing Delegation, Body Language, Managerial Coaching and Training, Communication Skills, and Managerial Goal Setting.

The "disease" of self-deception (acting in ways contrary to what one knows is right) underlies all leadership problems in today's organizations, according to the premise of this work. However well intentioned they may be, leaders who deceive themselves always end up undermining their own performance. This straightforward book explains how leaders can discover their own self-deceptions and learn how to escape destructive patterns. The authors demonstrate that breaking out of these patterns leads to improved teamwork, commitment, trust, communication, motivation, and leadership.

Everyone communicates, problem is, most don't have the necessary skills to communicate effectively. The Leadership Solution offers six steps for developing better leadership communication skills to improve performance. Using lively anecdotes and real-world examples, Jim Shaffer provides firsthand accounts of how Towers Perrin has helped dozens of Fortune 500 companies to fully engage their employees, and consistently keep the company's strategies and goals in mind. Far from a gimmick or method du jour, The Leadership Solution is a complete program designed to focus employees on achieving valuable, measurable business results. It features: Twenty ways to connect people to strategy now. Three communication sources that most influence action. Nine guidelines for negotiating through a merger or acquisition.

People can learn how to lead. This was the position John H. Zenger and Joseph R.Folkman took when they wrote their now-classic leadership book The Extraordinary Leader--and it's a fact they reinforce in this new, completely updated edition of their bestseller. Zenger and Folkman revisit the subject to address leaders' most pressing concerns today. The result is an up-to-date, essential leadership guide for the twenty-first century that includes: Late-breaking research on the psychology of leadership New information on leading in a global environment A breakthrough case study on measuring improved leadership behavior Studies revealing the importance of follow-through The Extraordinary Leader explain show to build leadership skills that will take you and your organization to unimagined success.

<b>Almost 80% of Americans believe that we are suffering from a crisis of leadership, but rather than asking, why are leaders failing, we need to ask, "Why aren′t we choosing better leaders?"</b><p>Ever wonder what goes on behind closed board room doors when organizations pick their top leaders? It can be a contentious, secretive, even brutal process. Most of our leaders look good on paper-they have charisma, credentials, and confidence-yet they lack the real qualities that are necessary to succeed. In <i>Why Are We Bad at Picking Good Leaders?</i>, Cohn and Moran share the same insights and ideas they use to help organizations make better choices. Revealing seven essential attributes of all great leaders, they offer a fresh and powerful evaluation technique anyone can use to assess leader potential.<p>Through dynamic, first-hand accounts from the business world, entertainment, sports, politics, education, and philanthropy, the authors offer the ultimate insider access and reveal how top organizations find and choose the best talent.<ul type="disc"><li>Offers multiple ways to evaluate leaders, and how these 7 leadership attributes combine to create the best (and worst) in leaders<li>Features interviews with with Mike Krzyzewski, Coach, 2008 US Men′s Olympic Basketball team, Jeff Bezos, CEO of Amazon; George Steinbrenner, Scott Davis, CEO of UPS; Peter Loscher, CEO of Siemens; Toby Cosgrove, CEO, Cleveland Clinic; Martha Ingram, Board Chair of Vanderbilt University and Ingram Industries; Hollywood movie directors, and many others<li>Includes academic study and field training at institutions such as Harvard, Yale, INSEAD, and IMD for developing future leaders<b>.</b></ul><p>Fresh and compelling, <i>Why Are We Bad at Picking Good Leaders?</i> shows how great leaders can be spotted and why they succeed - and is soon to the definitive resource guide for about choosing better leaders.

How are women transforming the practice of leadership in the 21 st century? Enlightened Power is a first-of-a-kind book that answers this question--and forever changes the traditional notions involving women in leadership. The book features the accumulated wisdom of 40 influential men and women who represent the most compelling voices in the field, including: Dynamic business leaders such as Eileen Fisher (founder, Eileen Fisher, Inc.), Barbara Corcoran (founder and chairman, The Corcoran Group), and Pat Mitchell (president and CEO, PBS) Trailblazing women from other arenas such as politics (Ambassador Swanee Hunt), the military (Rear Admiral Deborah A. Loewer, USN), and sports (U.S. Olympian Marilyn King) Renowned thought leaders such as Riane Eisler, Rayona Sharpnack, Sally Helgesen, Peggy Klaus, Bruce Patton, Nancy J. Adler, and Gail Evans Leading-edge academics, activists, executives, entrepreneurs, and practitioners

John Adair has transformed the understanding of how leadership works with his pioneering book Not Bosses But Leaders. Now he returns with a new title that explores in an authoritative way exactly what we know about leadership and leadership development. There is a revolution underway. We are moving - rapidly in some areas, slower in others - from management to business leadership. As the market for good leaders who can achieve results increases so-called leadership development programmes have proliferated. Many of these are old management development programmes renamed, and others are full of confusing theories and unproductive approaches. This ground-breaking new book aims to set the record straight. It looks at the body of knowledge on leadership, identifies the seven key principles of leadership development, and answers key questions on how to select, train and educate leaders at the level of team, operational and strategic leadership. A vital addition to the debate on leadership from a true expert, this book also considers the global challenge and long term issues involved.

A groundbreaking guide to mastering the most important leadership skills Great Communication Secrets of Great Leaders gives anyone from managers to executives an unparalleled opportunity to do just that. John Baldoni explores the communication styles of many of the world's most influential leaders and extracts powerful lessons that leaders of all stripes can use to improve their communication skills and overall leadership effectiveness. Drawing upon his years of experience as a top leadership consultant, visionary and coach, Baldoni: Reveals the communications secrets of Jack Welch, Rudy Giuliani, Colin Powell, Peter Drucker, Winston Churchill, Steve Jobs, Katharine Graham, and many other influential leaders Distills the proven communication techniques of today's greatest leaders into core strategies and step-by-step solutions Develops guidelines for making the most of computer-aided presentations, videoconferencing, and other new technologies

What qualities make a leader succeed in business or politics? In an era when the information revolution has dramatically changed the playing field, when old organizational hierarchies have given way to fluid networks of contacts, and when mistrust of leaders is on the rise, our ideas aboutleadership are clearly due for redefinition. With The Powers to Lead, Joseph S. Nye, Jr. offers a sweeping look at the nature of leadership in today's world, in an illuminating blend of history, business case studies, psychological research, and more. As he observes, many now believe that the more authoritarian and coercive forms ofleadership--the hard power approaches of earlier military-industrial eras--have been largely supplanted in postindustrial societies by soft power approaches that seek to attract, inspire, and persuade rather than dictate. Nye argues, however, that the most effective leaders are actually those whocombine hard and soft power skills in proportions that vary with different situations. He calls this smart power. Drawing examples from the careers of leaders as disparate as Gandhi, Churchill, Lee Iacocca, and George W. Bush, Nye uses the concept of smart power to shed light on such topics asleadership types and skills, the needs and demands of followers, and the nature of good and bad leadership in terms of both ethics and effectiveness. In one particularly instructive chapter, he looks in depth at contextual intelligence--the ability to understand changing environments, capitalize ontrends, and use the flow of events to implement strategies. Thoroughly grounded in the real world, rich in both analysis and anecdote, The Powers to Lead is sure to become a modern classic, a concise and lucid work applicable to every field, from small businesses and nonprofit organizations to nations on the world stage.

Practical advice for making the shift to your first leadership positionThe number of people who will become first-time supervisors will likely grow in the next 10 years, as Baby Boomers retire. Perhaps the most challenging leadership experience anyone will face isn′t one at the top, but their first promotion to leadership. They must deal with the change and uncertainty that comes with a new job, requiring new skills, and they′ve been promoted from peer to leader. While the book addresses the needs of any manager, supervisor, or leader, it pulls from the best leadership and management thinking, and puts the focus on the difficulties that new leaders experience. Includes practical information for new managers who must supervise friends and former peers Authors are expert consultants who work with leaders at all levels Shows how to adopt the mindset of a leader, including: communicating change, giving feedback, coaching employees, leading productive teams, and achieving goalsThis much-needed book can help new leaders get beyond the stress and fear to focus on becoming the most effective leader they can be-starting right now.

The future of business growth is in the partnerships that companies and their executives form. Partnering explains how critical it is for business leaders to "partner" effectively, and features original contributions from more than 30 thought leaders, including such luminaries as Ken Blanchard, Jim Kouzes and Brian Tracy. Topics cover: * Ken Blanchard on situational leadership * Beverly Kaye on building, living, and leaving a legacy for the organization * Kevin Cashman's Five Touchstones of Authentic Partnering Leadership * Robert Kaplan on the Balanced Scorecard for leadership * R. Roosevelt Thomas on fostering trust and resonance through diversity * Jim Kouzes on building cultures of collaboration * Brian Tracy on the importance and power of focus * Jon Katzenbach on where team performance fits in the balanced leadership approach

Battle-proven, step-by-step guidelines for instilling leadership in anyone, in any business Today, more than ever, businesses need leaders with a rare blend of strength, capability, and integrity. Unfortunately, they're not always easy to come by.Becoming a Leader the Annapolis Waydetails how the U.S. Naval Academy builds quality leaders from the ground up, instilling in them the habits and tools required for outstanding leadershipin any pursuit. Using real-life vignettes and examples of USNA graduates who experienced breakthrough success in combat, government, and business, this timely book looks beyond just the military aspects to explore: Techniques for teaching honor, duty, and commitment Empowerment strategies proven to work over centuries of use Insights for overcoming the perils of blind obedience

The Center for Creative Leadership is the world2s largest institution devoted to leadership research and education. Now, in one comprehensive volume, it offers the essence of its experience: a thorough explanation of the elements of leadership development. "For three decades CCL has been a prime source of leadership development insight. Now at last we can have CCL2s leadership wisdom and guidance in one volume for our leadership bookshelf." --Frances Hesselbein, president and CEO, Drucker Foundation for Nonprofit Management Get valuable information on: Implementing feedback-intensive programs Evaluating the impact of leadership development programs Dealing with cross-cultural and diversity issues in leadership development . . . and much more! Purchase your copy today and have the sage advice of CCL at your fingertips!

In Courage, Gus Lee captures the essential component of leadership in measurable behaviors. Using actual stories from Whirlpool, Kaiser Permanente, IntegWare, WorldCom and other organizations, Lee shows how highly successful executives face and overcome their fears to develop moral intelligence. These real-world examples offer practical lessons for rooting out unethical practices and behaviors by Assessing them for rightness and integrity Addressing moral failures Following through with dialogue and direct action

* Long awaited new edition of the classic best-seller

"All veterans know that leadership, at its best, is never autocratic, abusive, or arbitrary. Rather, it relies on commitment, communication, and character. To anyone interested in what the pros have to say about leadership, I highly recommend this readable and well-researched book."-Robert A. Lutz former President and COO, Chrysler Corporation. "This book is unlike any other on leadership that I have read. Citing helpful examples, including those from the rich literature of the military, this book sounds a clear call for us to get on with the important work of building broadly based leadership that will enrich both business and individual lives."-Dr. Curt W. Reimann, former Director, Malcolm Baldrige National Quality Award. "A handbook for leaders that transcends all barriers. Everyone from a CEO of a corporation to middle managers to administrative assistants can glean valuable insights on leadership issues from this comprehensive work."-General C. C. Krulak, USMC Commandant, United States Marine Corps. "Both men and women will find this book inspirational and practical. Its message is that the best way to be a better leader is to encourage leadership in others-and it tells you how to go about it."-Gay Culverhouse, Ph.D. Chair, Center for Opportunities and Outcomes for People with Disabilities Teachers College, Columbia University.