James A. Belasco & Ralph C. Stayer (1993).
Flight of the Buffalo:
Soaring to Excellence, Learning to Let Employees Lead. (New York,
NY: Warner Books, 355 p.). Leadership; Management--Employee
participation.
Warren Bennis (1989).
Why Leaders Can't Lead: The Unconscious
Conspiracy Continues. (San Francisco, CA: Jossey-Bass, 169 p.).
Leadership; Social change; United States--Civilization--20th century;
United States--Social conditions.
--- (2003).
On Becoming a Leader:
The Leadership Classic--Updated And Expanded. (Reading, MA: Perseus
Books, 256 p. [orig. pub. 1989]). Leadership; Leadership--Case studies.
ed. Warren Bennis, Gretchen M. Spreitzer, Thomas G. Cummings (2001).
The Future of Leadership: Today's Top Leadership Thinkers Speak to
Tomorrow's Leaders. (San Francisco, CA: Jossey-Bass, 316 p.).
Leadership; Organizational effectiveness; Organizational change;
Management.
Warren G. Bennis, Robert J. Thomas (2002).
Geeks and Geezers: How
Era, Values, and Defining Moments Shape Leaders. (Boston, MA:
Harvard Business School Press, p.). Leadership; Executive ability;
Executives--Biography.
Warren Bennis & Burt Nanus (2003).
Leaders: Strategies for Taking
Charge. (New York, NY: HarperBusiness, 235 p. [2nd ed.]).
Leadership; Executive ability.
Warren Bennis and Robert Townsend (1995).
Reinventing Leadership:
Strategies To Empower the Organization. (New York, NY: Morrow, 187
p.). Leadership; Decentralization in management.
Warren Bennis; foreword by Tom Peters (1993).
An Invented Life:
Reflections on Leadership and Change. (Reading, MA: Addison-Wesley,
238 p.). Leadership; Organizational change; Business ethics.
--- (2000).
Managing the Dream: Reflections on Leadership and
Change. (Cambridge, MA: Perseus Pub., 317 p.). Bennis, Warren G.;
Leadership; Organizational change.
Warren Bennis, Daniel Goleman, James O’Toole ; with Patricia Ward
Biederman (2008).
Transparency: How Leaders Create a Culture of Candor. (San
Francisco, CA: Jossey-Bass, 130 p.). University Professor of Business
Administration (University of Southern California); Author; Chairman,
Business Ethics (Denver University). Disclosure of information;
Corporate governance; Corporate culture. Why many
organizations contain truth; practical ways organizations, leaders,
members, boards can achieve openness; multifaceted importance of candor;
what promotes transparency, what hinders it; how leaders often stymie
flow of information, structural impediments that keep information from
getting where it needs to go.
Lee G. Bolman, Terrence E. Deal (2001).
Leading with Soul: An
Uncommon Journey of Spirit. (San Francisco, CA: Jossey-Bass, 258
p.). Leadership--Moral and ethical aspects; Leadership--Religious
aspects.
Lee G. Bolman and Terrence E. Deal (1991).
Reframing
Organizations: Artistry, Choice and Leadership. (San Francisco, CA:
Jossey-Bass, 492 p.). Leadership, Management, Organizational Behavior.
--- (2006).
The Wizard and the Warrior: Leading with Passion and Power. (San
Francisco, CA: Jossey-Bass, 248 p.). Marion Bloch/Missouri Chair in
Leadership at the Bloch School of Business and Public Administration
(University of Missouri–Kansas City); Irving R. Melbo Clinical Professor
at the Rossier School of Education (University of Southern California).
Leadership; Management. Defining moments and
experiences of exemplary leaders.
Richard Boyatzis and Annie McKee (2005).
Resonant Leadership: Renewing Yourself and Connecting with Others
Through Mindfulness, Hope, and Compassion. (Boston, MA: Harvard
Business School Press, 240 p.). Professor in the Department of
Organizational Behavior at the Weatherhead School of Management (Case
Western Reserve); Co-chair of the Teleos Leadership Institute, teaches
at the University of Pennsylvania, Graduate School of Education.
Leadership. Individuals who manage their own and
others' emotions in ways that drive success.
David L. Bradford and Allan R. Cohen (1997).
Managing for
Excellence: The Leadership Guide to Developing High Performance in
Contemporary Organizations. (New York, NY: Wiley, 313 p.).
Management; Leadership.
--- (1998).
Power Up: Transforming Organizations Through Shared
Leadership. (New York, NY: Wiley, 364 p.). Leadership;
Organizational change.
Ira Chaleff (2003).
The Courageous Follower: Standing Up To & For Our Leaders.
(San Francisco, CA: Berrett-Koehler, 240 p. [2nd ed.]). Organizational
sociology; Organizational behavior; Leadership; Power (Social
sciences).
James Champy and Nitin Nohria (2000).
The Arc of Ambition:
Defining the Leadership Journey. (Cambridge, MA: Perseus Books,
272 p.). Ambition; Leadership; Opportunity.
Ram Charan (2007).
Know-How: The 8 Skills That Separate People Who Perform from Those Who
Don’t. (New York: Crown Business, 304 p.). Leadership;
Management; Organizational change. 1) Position business; 2)
pinpoint patterns of external change; 3) shape way people work together; 4)
judge people by truth; 5) mold working team
of leaders; 6)
know what company can realistically achieve; 7) set priorities; 8)
deal with societal pressures.
--- (2008).
Leaders at All Levels: Deepening Your Talent Pool To Solve the
Succession Crisis. (San Francisco, CA: Jossey-Bass, 192 p.).
Leadership; Executive succession--Planning. How
top companies solve problem of leadership succession; leadership
development as core competency; adaptable leadership pool is a
competitive advantage; concept of leadership "gene pool".
Boyd Clarke & Ron Crossland (2002).
The Leader's Voice: How Your
Communication Can Inspire Action and Get Results! (New York, NY:
Select Books, 169 p.). Leadership; Communication in organizations;
Interpersonal communication.
Willam A. Cohen (1990).
The New Art of the Leader: Leading with
Integrity and Honor. (Englewood Cliffs, NJ: Prentice-Hall Press,
303 p. [rev. ed.]). Leadership.
Jay A. Conger (1992).
Learning To Lead: The Art of Transforming
Managers into Leaders. (San Francisco, CA: Jossey-=Bass, 234 p.).
Leadership.
Jay A. Conger, Beth Benjamin (1999).
Building Leaders: How
Successful Companies Develop the Next Generation. (San Francisco,
CA: Jossey-Bass, 278 p.). Leadership--Study and teaching;
Executives--Training of.
Eds Conger, Jay A., Ronald E. Riggio; foreword by Bernard M. Bass.
(2006).
The Practice of Leadership: Developing the Next Generation of Leaders.
( San Francisco, CA: Jossey-Bass, 402 p.). Kravis Research Chair in
Leadership Studies (Claremont McKenna College); Henry R. Kravis
Professor of Leadership and Organizational Psychology, and Director of
the Kravis Leadership Institute (Claremont McKenna College).
Leadership--Congresses. Top scholars who outline
best leadership practices.
Eds. Linda Coughlin, Ellen Wingard, Keith Hollihan (2005).
Enlightened Power: How Women Are Transforming the Practice of
Leadership. (San Francisco, CA: Jossey-Bass, 539 p.). Chief
Administrative Officer (Cendant Corporation); Executive Coach on the
Faculty of the Institute for Women's Leadership; Writer. Leadership;
Women executives.
Philip B. Crosby (1986).
Running Things: The Art of Making
Things Happen. (New York, NY: McGraw--Hill, 253 p.). Philip Crosby
Associates. Leadership; Management.
--- (1990).
Leading: The Art of Becoming an Executive. (New
York, NY: McGraw-Hill, 214 p.). Philip Crosby Associates. Leadership;
Executive ability.
Mihaly Csikszentmihalyi (2003).
Good Business: Leadership, Flow,
and the Making of Meaning. (New York, NY: Viking, 244 p.).
Success; Quality of work life; Business Psychological aspects; Job
satisfaction; Happiness.
ed. Dinna Louise C. Dayao (2000).
Asian Business Wisdom: Lessons
from the Region's Best and Brightest Business Leaders. (New York,
NY: Wiley, 261 p.). Chief executive officers--Asia; Leadership;
Success in business--Asia.
Manfred F.R. Kets de Vries (1989).
Prisoners of Leadership.
(New York, NY: Wiley, 246 p.). Managerial Psychoanalyst (Profess of
Human Resources (Insead). Leadership; Management.
--- (1993).
Leaders, Fools, and Impostors: Essays on the
Psychology of Leadership. (San Francisco, CA: Jossey-Bass, 224 p.).
Managerial Pschoanalyst, Professor of Human Resources (Insead).
Leadership; Executives--Psychology; Interpersonal relations. Series: The
Jossey-Bass management series; The Jossey-Bass social and behavioral
science series.
--- (1995).
Life and Death in the Executive Fast Lane: Essays on
Irrational Organizations and Their Leaders. (San Francisco, CA:
Jossey-Bass, 252 p.). Managerial Psychoanalysts, Professor of Human
Resource Management (Insead). Industrial management; Leadership.
Manfred F.R. Kets de Vries with Elizabeth Florent-Treacy (1999).
The
New Global Leaders: Richard Branson, Percy Barnevik, and David Simon.
(San Francisco, CA: Jossey-Bass, 188p.). Branson, Richard; Barnevik,
Percy; Simon of Highbury, David Alec Gwyn Simon, Baron, 1939- ; Virgin
Group; British Petroleum Company; ABB Asea Brown Boveri Ltd.;
International business enterprises--Management--Case studies;
Organizational change--Case studies.
David L. Dotlich, Peter C. Cairo (2003).
Why CEOs Fail: The 11
Behaviors That Can Derail Your Climb to the Top-and How To Manage Them.
(San Francisco, CA: Jossey-Bass, 208 p.). Former Executive Vice
President of Honeywell International and Groupe Bull; Partner in CDR
International and member of the faculty of Columbia University
Business School Executive Education. Leadership; Chief executive
officers; Executive ability; Organizational effectiveness.
David L. Dotlich, Peter C. Cairo, Stephen H. Rhinesmith (2006).
Head, Heart, and Guts: How the World’s Best Companies Develop Complete
Leaders. (San Francisco, CA: Jossey-Bass, 240 p.). Former
Executive Vice President (Honeywell International); Former Chairman of
the Department of Counseling and Organizational Psychology (Columbia
University); Former Special Ambassador to the Soviet Union, Former
President (Holland America Line). Executive coaching; Leadership;
Executive ability; Excellence; Employee selection.
Three most important capabilities leaders must
demonstrate today: ability to set strategy, empathize with others,
take risks.
Diane Downey, Tom March, Adena Berkman (2001).
Assimilating New
Leaders: The Key to Executive Retention. (New York, NY: AMACOM.
Leadership; Executive ability; Employee retention.
Charles M. Farkas and Philippe de Backer (1996).
Maximum
Leadership: The World's Leading CEOs Share Their Five Strategies for
Success. (New York, NY: Holt, 287 p.). Leadership; Success in
business; Chief executive officers--Attitudes. Interviews with CEOs of
157 large, multinational companies.
Richard Farson; foreword by Michael Crichton (1996).
Management of
the Absurd: Paradoxes in Leadership. (New York, NY: Simon &
Schuster, 172 p.). Management; Leadership. 30 paradoxical ideas.
Steven Feinberg (2008).
The Advantage Makers: How Exceptional Leaders Win by Creating
Opportunities Others Don’t. (Upper Saddle River, NJ: FT Press,
277 p.). Leadership; Executive ability; Creative ability in business.
See possibilities others miss; learn more, learn
faster, transform insights into breakaway strategies; more effective
collaborators, more powerful influencers, better at handling adversity,
dramatically more successful at execution.
Compiled by Julie M. Fenster (2000).
In the Words of Great Business Leaders. (New York, NY: Wiley, 392
p.).Business--Quotations, maxims, etc.; Leadership--Quotations, maxims,
etc.; Executives--Quotations. Experience of
nineteen business legends, in their own words.
Sander A. Flaum and Jonathon A. Flaum with Mechele Flaum; foreword by
John Glenn (2005).
The 100-Mile Walk: A Father and Son on a Quest To Find the Essence of
Leadership. (New York, NY: AMACOM, 255 p.). Former Chairman of
the Advertising Agency Network Euro RSCG Life, Founder of the Leadership
Forum at Fordham Graduate School of Business, Man of the Year for the
Healthcare industry in 2002; Founder/CEO of WriteMind Communications
(speechwriter and coach for leaders). Leadership. Father, son hash
out 9 P's of leadership: people, purpose, passion, performance,
persistence, perspective, paranoia, principles and practice.
Allyn Freeman (2005).
The Leadership Genius of Alfred P. Sloan: Invaluable Lessons on
Business, Management, and Leadership for Today’s Manager. (New
York, NY: McGraw-Hill, 248 p.). Sloan, Alfred P. (Alfred Pritchard),
1875-1966; Industrial management--United States; Success in business;
Leadership--United States; Management--United States;
Businesspeople--United States--Biography; United States--Politics and
government--2001. Sloan's principles for success.
Kevin and Jackie Freiberg (2004).
Guts!: Companies that Blow the Door Off Business-as-Usual. (New
York, NY: Currency Doubleday, 278 p.). Co-owners, Managing Partners of
the San Diego Consulting Group, Inc. Leadership; Industrial management.
Don M. Frick (2004).
Robert K. Greenleaf: A Life of
Servant-Leadership. (San Francisco, CA: Berrett-Koehler, 432 p.).
Greenleaf, Robert K.; Executives United States Biography; Business
consultants United States Biography; Leadership; Management;
Organizational effectiveness.
Stewart D. Friedman (2008).
Total Leadership: Be a Better Leader, Have a Richer Life.
(Boston, MA: Harvard Business School Press, 272 p.). Founding Director
of the Wharton School's Leadership Program and of Wharton's Work/Life
Integration Project. Leadership --Psychological aspects; Executives
--Conduct of life; Quality of work life; Work and family;
Self-actualization (Psychology) --Problems, exercises, etc.
Game-changing blueprint for how to perform well as
a leader by finding mutual value among work, home,
community, private self.
Michael Fullan (2008).
The Six Secrets of Change: What the Best Leaders Do To Help Their
Organizations Survive and Thrive. (San Francisco, CA: Jossey-Bass,
176 p.). Professor Emeritus of the Ontario Institute for Studies in
Education (University of Toronto). Organizational change; Communication
in organizations; Management; Interpersonal communication; Employee
empowerment; Employee motivation. 1) Love Your Employees, 2) Connect
Peers with Purpose, 3) Capacity Building Prevails, 4) Learning Is the
Work, 5)Transparency Rules, 6) Systems Learn.
Robert Galford, Anne Siebold Drapeau (2003).
The Trusted Leader:
Bringing Out the Best in Your People and Your Company. (New York,
NY: Free Press, p.). Leadership--Moral and ethical
aspects; Business ethics; Organizational behavior--Moral and ethical
aspects; Industrial management--Moral and ethical aspects; Employee
motivation; Trust.
Robert M. Galford, Regina Fazio Maruca (2006).
Your Leadership Legacy: Why Looking Toward the Future Will Make You a
Better Leader Today. (Boston, MA: Harvard Business School, 194
p.). Managing Partner of the Center for Executive Development;
Principal at the Center for Executive Development. Leadership;
Corporate culture. "Legacy thinking"
to exert positive effect on work immediately;
defined by how others approach work, life as result of having worked
with you.
Howard Gardner; in collaboration with Emma Laskin (1995).
Leading
Minds: An Anatomy of Leadership. (New York, NY: BasicBooks, 400
p.). Leadership; Leadership--Case studies.
Jeffrey E. Garten (2002).
The Politics of Fortune: A New Agenda
for Business Leaders. (Boston, MA: Harvard Business School Press,
p.). Leadership; Chief executive officers--Attitudes; Executive
ability; Business ethics; Social responsibility of business;
Corporations--Moral and ethical aspects; International trade--Moral
and ethical aspects; Industrial management--Moral and ethical aspects;
Business and politics--Moral and ethical aspects; Industries--Security
measures; National security--United States.
Mark Gerzon (2006).
Leading Through Conflict: How Successful Leaders Transform Differences
into Opportunity. (Boston, MA: Harvard Business School, 273
p.). Co-Director of the Global Leadership Network. Conflict
management; Leadership. Framework for leader as mediator, eight specific tools
to transform seemingly intractable differences into progress.
Abraham L. Gitlow (1992).
Being the Boss: The Importance of
Leadership and Power. (Homewood, IL: Dow Jones-Irwin, 216 p.).
Leadership; Executive ability; Control (Psychology).
Rob Goffee and Gareth Jones (2006).
Why Should Anyone Be Led by You? (Boston, MA: Harvard Business
School Pub., 244 p.). Professor of Organizational Behavior (London
Business Scho); Visiting Professor at INSEAD, Formerly Director of
Human Resources (BBC). Leadership. Social nature
of leadership - authentic, engaging, consistent.
Daniel Goleman, Richard Boyatzis, Annie McKee (2002).
Primal
Leadership: Realizing the Power of Emotional Intelligence.
(Boston, MA: Harvard Business School Press, 306 p.).
Leadership--Psychological aspects; Management--Psychological aspects;
Executive ability; Emotional intelligence.
Eds. Jonathan Gosling, Peter Case and Morgen Witzel (2007).
John Adair: Fundamentals of Leadership. (New York, NY:
Palgrave Macmillan, 256 p.). Director of the Centre for Leadership
Studies (University of Exeter); Professor of Leadership and
Organisation Studies (University of Exeter); Honorary Senior Fellow at
the School of Business and Economics (University of Exeter). Adair,
John Eric, 1934- ; Leadership. Depth of Adair's influence
on leadership (church, army, higher education,
business); fresh and original perspectives on Adair's ideas.
Stedman Graham (2006).
Diversity: Leaders not Labels. (New York, NY: Free Press, 242
p.). Minority professional employees--United States;
Leadership--Psychological aspects; Self-actualization (Psychology);
Diversity in the workplace--United States. Success is
based on results, performance, excellence; developing leaders
rather than accepting labels is ultimately best way to preserve
culture and create a legacy.
Keith Grint (2000).
The Arts of Leadership. (New York, NY: Oxford University
Press, 440 p.). Professor of Leadership Studies and Director of the
Lancaster Leadership Centre at Lancaster Management School.
Leadership. Notion of leadership in portraits of
some of world's most famous leaders.
--- (2005).
Leadership: The Hierarchy Principle. (New York, NY:
Palgrave Macmillan, 183 p.). Professor of Leadership Studies and
Director of the Lancaster Leadership Centre at Lancaster Management
School. Leadership; Executive ability; Organizational effectiveness.
Critical review, analysis of key components of leadership; foundations of good leadership, relationship between leaders and
subordinates, role leaders play in dynamics of organizational life.
Howard Haas with Bob Tamarkin (1992).
The Leader Within: An
Empowering Path of Self-Discovery. (New York, NY: HarperBusiness,
247 p.). Leadership; Executive ability.
Eds. Donald C. Hambrick, David A. Nadler, Michael L. Tushman
(1998).
Navigating Change: How CEOs, Top Teams, and Boards Steer
Transformation. (Boston, MA: Harvard Business School Press, 414
p.). Leadership; Executive ability; Organizational change.
David A. Heenan & Warren Bennis (1999).
Co-Leaders: The Power of
Great Partnerships. (New York, NY: Wiley, 312 p.). Leadership;
Chief executive officers.
Ronald A. Heifetz (1994).
Leadership without Easy Answers.
(Cambridge, MA: Belknap Press of Harvard University Press, 348 p.).
Leadership.
Eds. Edward D. Hess, Kim S. Cameron (2006).
Leading with Values: Positivity, Virtue, and High Performance.
(New York, NY: Cambridge University Press, 238 p.). Adjunct Professor of
Organization and Management, Executive Director of the Values-Based
Leadership Institute, Founder and Executive Director of the Center for
Entrepreneurship and Corporate Growth (Goizueta Business School, Emory
University); Professor of Management and Organization (University of
Michigan Business School), Professor of Higher Education in the School
of Education (University of Michigan). Acting ethically and virtuously, treating all stakeholders with
respect and dignity, can create extraordinary outcomes without
sacrificing performance and profits.
Ronald A. Heifetz, Marty Linsky (2002).
Leadership on the Line:
Staying Alive Through the Dangers of Leading. (Boston, MA: Harvard
Business School Press, p.). Leadership.
Craig R. Hickman (1990).
Mind of a Manager, Soul of a Leader.
(New York, NY: Wiley, 287 p.). Management; Leadership; Corporate
culture; Executive ability.
Mike Hoyle & Peter Newman (2006).
Simply A Great Manager. (London, UK: Cyan Communications, 192
p.). Management Consultants (LSE and University of Chicago; McGill and
the University of Western Ontario). Management; Leadership.
15 fundamental principles derived from real experience of
successful managers.
Richard L. Hughes, Robert C. Ginnett, Gordon J. Curphy (2005).
Leadership: Enhancing the Lessons of Experience. (Boston, MA:
McGraw-Hill/Irwin, 592 p. [5th ed.]). Senior Enterprise Associate at
the Center for Creative Leadership (Colorado Springs, CO); Senior
Fellow at the Center for Creative Leadership;. Leadership.
Empirical studies, interesting anecdotes, stories and
findings apply theory and research to real-life
experiences.
Lee Iacocca; with Catherine Whitney (2007).
Where Have All the Leaders Gone? (New York, NY: Scribner, 274
p.). Former CEO, Chrysler. Leadership--United States; Political
leadership--United States. Call to action: hard work, common sense,
integrity, generosity, optimism. Vote, get
involved, choose leaders carefully.
Bill Joiner, Stephen Josephs (2006).
Leadership Agility: Five Levels of Mastery for Anticipating and
Initiating Change. (San Francisco, CA: Jossey-Bass, 336 p.).
Partners in ChangeWise, Leadership and Organization Development Firm.
Leadership--Psychological aspects; Organizational
change--Psychological aspects; Maturation (Psychology);
Leadership--Psychological aspects--Case studies; Organizational
change--Psychological aspects--Case studies; Maturation
(Psychology)--Case studies. Five levels leaders move
through in developing agility.
Rosabeth Moss Kanter (2004).
Confidence: How Winning Streaks and
Losing Streaks Begin and End. (New York, NY: Crown, 304 p.).
Professor, Harvard Business School. Success in business; Success;
Confidence.
Paul Kearns (2007).
The Value Motive: The Only Alternative to the Profit Motive.
(Hoboken, NJ: Wiley, 265 p.). Management; Leadership; Value;
Organizational effectiveness. Manage for maximum value; refine profit
motive, not replace it; if value replaced profit motive, would
reconcile interests of CEOs, shareholders, citizens, government;
profits would still rise, society would gain value.
Barbara Kellerman (2008).
Followership: How Followers Are Creating Change and Changing Leaders.
(Boston, MA: Harvard Business School Press, 288 p.). James MacGregor
Burns Lecturer in Public Leadership at Harvard University's Kennedy
School of Government. Leadership; Organizational behavior.
Followers in their own right, in relation to
their leaders; becoming more important than leaders less; five
different types of followers: Isolates, Bystanders, Participants,
Activists, Diehards .
Robert E. Kelley (1992).
The Power of Followership: How To Create Leaders People Want To
Follow, and Followers Who Lead Themselves. (New York, NY:
Doubleday/Currency, 260 p.). Leadership.
John P. Kotter (1985).
Power and Influence. (New York, NY:
Free Press, 218 p.). Executive ability; Managing your boss;
Leadership.
--- (1990).
A Force for Change: How Leadership Differs from
Management. (New York, NY: Free Press, 180 p.). Leadership;
Industrial management; Leadership; Organization and Administration.
--- (1996).
Leading Change. (Boston, MA: Harvard Business
School Press, 187 p.). Professor (Harvard Business School).
Organizational change; Leadership; Industrial organization; Strategic
planning.
--- (1999).
John P. Kotter on What Leaders Really Do.
(Boston, MA: Harvard Business School Press, 184 p.). Leadership;
Management.
James M. Kouzes, Barry Z. Posner (2002).
The Leadership
Challenge (How To Get Extraordinary Things Done in Organizations).
(San Francisco, CA: Jossey-Bass, 458 p. [3rd ed.]). Leadership;
Executive ability; Management.
Donald L. Laurie (2000).
The Real Work of Leaders: A Report from
the Front Lines of Management. (Cambridge, MA: Perseus Pub., 203
p.). Leadership; Management.
Harry Levinson, with the assistance of Cynthia Lang (1981).
Executive.
(Cambridge, MA: Harvard University Press, 370 p. [orig. pub. 1968]).
Executives; Leadership.
Harry Levinson (2006).
Harry Levinson on the Psychology of Leadership. (Boston, MA:
Harvard Business School Pub., 184 p.). World-Renowned Psychiatrist and
Neurologist. Leadership. More than a dozen of Levinson's most
insightful writings on work-life issues: avoiding burnout, pursuing a
second career, dealing with abrasive personalities, handling emotional
and career challenges facing middle-aged managers.
Chris Lowney (2003).
Heroic Leadership: Best Practices from a
450-Year-Old Company That Changed the World. (Chicago, IL: Loyola
Press, 330 p.). Jesuits History; Leadership.
Michael Maccoby (1976).
The Gamesman: The New Corporate Leaders.
(New York, NY: Simon & Schuster, 285 p.). Former Director, Technology,
Public Policy, Human Development Program (Kennedy School of
Government, Harvard University); former associate of Erich Fromm.
Executives--United States; Executives--United States--Interviews;
Leadership.
--- (1981).
The Leader: A New Face for American Management.
(New York, NY: Simon & Schuster, 284 p.). Former Director, Technology,
Public Policy, Human Development Program (Kennedy School of Government,
Harvard University); former associate of Erich Fromm. Leadership;
Organizational effectiveness.
--- (1989).
Why Work: Motivating and Leading the New Generation.
(New York, NY: Simon & Schuster, 270 p.). Former Director, Technology,
Public Policy, Human Development Program (Kennedy School of Government,
Harvard University); former associate of Erich Fromm. Leadership;
Employee motivation; Organizational effectiveness.
--- (2003).
The Productive Narcissist: The Promise and Peril of
Visionary Leadership. (New York, NY: Broadway Books, 298 p.).
Leadership; Narcissism.
--- (2007).
The Leaders We Need: And What Makes Us Follow. (Boston, MA:
Harvard Business School Press, 240 p.). Leadership;
Leadership--Psychological aspects; Context effects (Psychology);
Transference (Psychology). Powerful motivations
propel followers ("transferences"). Many relate to their leader as to some
important person from the past (parent, sibling, close friend).
key for leaders: being sensitive to how
group’s collective psychology, social context shape its leadership
needs.
--- (2007).
Narcissistic Leaders: Who Succeeds and Who Fails. (Boston, MA:
Harvard Business School Press, 330 p.). Leadership; Organizational
effectiveness. Today’s most innovative leaders are
"productive narcissists"
with interrelated set of skills (foresight, systems thinking,
visioning, motivating, partnering); personality best
suited to lead during times of rapid social and economic change.
George Manning, Kent Curtis (2005).
The Art of Leadership. (Boston, MA: McGraw-Hill/Irwin, 413 p.
[2nd ed.]). Professor of Psychology (Northern Kentucky University);
Professor of Leadership Development (Northern Kentucky University).
Leadership. Interactive approach to explore Leadership Development.
Behavior theory, practical application, personalized
learning encourages development of full potential as leader.
Michael Marquardt (2005).
Leading with Questions: How Leaders Find the Right Solutions by
Knowing What To Ask. (San Francisco, CA: Jossey-Bass, 224 p.).
Professor of Human Resource Development and Program Director of
Overseas Programs (George Washington University). Leadership;
Communication in management; Questioning.
Roger L. Martin (2007).
The Opposable Mind: How Successful Leaders Win Through Integrative
Thinking. (Boston, MA: Harvard Business School Press, 210 p.).
Dean of the Rotman School of Management (University of Toronto).
Leadership--Psychological aspects; Thought and thinking;
Contradiction; Problem solving; Decision making; Successful
people--Interviews. Need to understand, emulate
how exceptional leaders think (not what they do) - integrative
thinking, creatively resolving tension in opposing models by forming
entirely new, superior ones; integrative thinkers diagnose, synthesize, ask
probing questions; model for strengthening integrative thinking skills
by drawing on different kinds of knowledge (conceptual, experiential
knowledge).
Keith R. McFarland (2008).
The Breakthrough Company: How Everyday Companies Become Extraordinary
Performers. (New York, NY: Crown Business, 288 p.). Columnist
for BusinessWeek, former CEO of two technology companies.
Organizational effectiveness; Industrial management; Organizational
change; Leadership. Nine companies
broke through to major-player status: 1) "crown the company" not founders, 2) safety comes in constantly upping
ante against competitors, 3) three ways to navigate verge of
breakthrough, 4) surround company with networks of outside resources;
enlist aid of people willing to question firm’s assumptions.
Blythe J. McGarvie (2005).
Fit in, Stand Out: Mastering the FISO Factor for Success in
Business and Life. (New York: McGraw-Hill, 213 p.).
Founder and President of Leadership for International Finance
(former Executive Vice President and Chief Financial Officer of
BIC Group). Executive ability; Leadership; Interpersonal
relations; Performance; Success in business. Team player while
simultaneously advocating change and fostering long-term growth.
Stephen A. Miles and Meredith D. Ashby ; Heidrick and Struggles
International (2002).
Leaders Talk Leadership: Top Executives Speak
Their Minds. (New York, NY: Oxford University Press, p.).
Leadership; Executive ability; Executives--Training.
Nikos Mourkogiannis (2006).
Purpose: The Starting Point of Great Companies. (New York, NY:
Palgrave, 272 p.). Senior Executive Advisor on Leadership to Booz Allen
Hamilton. Business planning; Leadership. Set of values that defines an
organization, inspires, motivates employees; essential first step toward lasting success.
Afsaneh Nahavandi (2006).
The Art and Science of Leadership. (Upper Saddle River, NJ:
Pearson/Prentice Hall, 344 p. [4th ed.]). Former Director of the MBA
Program at the West School of Management (Arizona State University). Leadership;
Leadership--Cross-cultural studies.
Burt Nanus; foreword by Warren Bennis (1992).
Visionary
Leadership: Creating a Compelling Sense of Direction for Your
Organization. (San Francisco, CA: Jossey-Bass, 237 p.). Leadership.
Thomas J. Neff & James M. Citrin; with Paul B. Brown (1999).
Lessons from the Top: The Search for America's Best Business Leaders.
(New York, NY: Doubleday, 432 p.). Managing Directors (SpencerStuart).
Leadership; Executive ability; Success in business; Management.
Thomas J. Neff and James M. Citrin, with Catherine Fredman (2004).
You're in Charge, Now What?: The 8 Point Plan. (New York, NY: Crown
Business, 320 p.). Managing Directors (SpencerStuart). Executive
ability; Leadership; Strategic planning; Corporate culture;
Organizational change.
Robert P. Neuschel (2005).
The Servant Leader: Unleashing the Power of Your People.
(Evanston, IL: Northwestern University Press, 138 p.). Former Army
officer. Consultant, Business Professor. Leadership.
Importance of being a leader who serves his charges in order to lead
them better.
Joseph S. Nye, Jr. (2008).
The Powers To Lead. (New York, NY: Oxford University Press,
226 p.). University Distinguished Service Professor (Harvard
University's Kennedy School of Government). Political leadership;
Leadership; Executive ability; Interpersonal communication.
Nature of leadership - soft power approaches
that seek to attract, inspire, persuade rather than dictate supplanted
hard power approaches of earlier military-industrial eras; most
effective leaders are those who combine hard, soft power skills in
proportions that vary with different situations (smart power). 12
principles of leadership.
Mukul Pandya and Robbie Shell (2005).
Nightly Business Report Presents Lasting Leadership: What You Can
Learn from the Top 25 Business People of Our Times. (Upper
Saddle River, NJ: Wharton School Pub., 266 p.). Leadership;
Businesspeople; Industrial management. Corporate
culture to brand management, risk-taking to pricing.
Tom Peters, Nancy Austin (1985).
A Passion for Excellence: The Leadership Difference. (New
York, NY: Random House, 437 p.). Industrial management--United States.
Andrew Razeghi (2006).
Hope: How Triumphant Leaders Create the Future. (San Francisco,
CA: Jossey-Bass, 272 p.). Adjunct Professor at Kellogg School of
Management (Northwestern University). Success; Fortune; Hope;
Leadership. In moments of uncertainty, why do some
leaders succeed while others fail?
John E. Rehfeld (1994).
Alchemy of a Leader: Combining Western and
Japanese Management Skills To Transform Your Company. (New York, NY:
Wiley, 251 p.). Industrial management.
Jonas Ridderstrale and Mark Wilcox (2008).
Re-Energizing the Corporation: How Leaders Make Change Happen.
(Hoboken, NJ: Jossey-Bass, 204 p.). Swedish Management Group;
RedThread Consulting. Leadership; Organizational change; Management.
How to make positive change happen; built on
3e leadership mode (Envisioning, Engaging, Executing); create
compelling pictures of future of organization; build following of
individuals committed to getting vision into reality; maximize team
performance to deliver.
Michael A. Roberto (2005).
Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict
and Consensus. (Upper Saddle River, NJ: Wharton School Pub.,
278 p.). Faculty Member (Harvard Business School). Decision making;
Conflict management; Leadership.
Robert H. Rosen with Paul B. Brown (1996).
Leading People:
Transforming Business from the inside Out. (New York, NY: Viking,
386 p.). Leadership; Entrepreneurship--United States;
Management--United States.
Robert H. Rosen (2008).
Just Enough Anxiety: The Hidden Driver of Business Success.
(New York, NY: Portfolio, 256 p.). Leadership; Performance anxiety;
Success. Anxiety helps to concentrate, learn, relate to people, think
more creatively, deliver better results; how ability to manage anxiety brings out best
performance, enables builds great teams, inspires, challenges
organizations.
Lance Secretan (2004).
Inspire!: What Great Leaders Do. (Hoboken, NJ: Wiley, 233 p.).
Leadership. Key to extraordinary
long-term performance lies in a transformational commitment to
inspiring people rather than motivating them.
Jeffrey Sonnenfeld, Andrew Ward (2007).
Firing Back: How Great Leaders Rebound After Career Disasters.
(Boston, MA: Harvard Business School Press, 320 p.). Lester Crown
Professor in the Practice of Management (Yale School of Management);
Assistant Professor at the Terry College of Business (University of
Georgia). Crisis management; Leadership; Executives; Success in
business. 5-step recovery process: 1) "Fight, not
flight" (face the difficult situation), 2) "Recruit others into
battle" (enlist right assistance), 3) "Rebuild heroic stature"
(spread true nature of the adversity), 4) "Prove your mettle"
(regain trust, credibility), 5) "Rediscover the heroic mission"
(clear the past, chart the future.
Douglas B. Sosnik, Matthew J. Dowd and Ron Fournier (2006).
Applebee’s America: How Successful Political, Business, and Religious
Leaders Connect with the new American Community. (New York,
NY: Simon & Schuster, 260 p.). Former Strategist in Clinton White
House; Former Strategist for President Bush's Two Political Campaigns;
Former National Political Writer at The Associated Press.
Leadership--United States; Leadership--United States--Case studies;
Organizational change--United States; Business enterprises--United
States; United States--Politics and government; United
States--Civilization. Keys to winning
leadership. Successful leaders, even from disparate fields, have more
in common than not: earn loyalty, support of people by understanding
and sharing their values and goals.
Robert J. Thomas (2008).
Crucibles of Leadership: How To Learn from Experience To Become a
Great Leader. (Boston, MA: Harvard Business Press, 264 p.).
Executive Director of Accenture's Institute for High Performance
Business, Galvin Professor of Leadership at the Fletcher School of Law
and Diplomacy (Tufts University). Leadership; Executive ability.
What matters most is what one makes of
experience, particularly traumatic, often unplanned crucible events
that challenge identity as
leader; approach to learning, regimen tailored to individual
aspirations, motivations, learning styles - Personal Learning
Strategy.
Neal Thornberry (2006).
Lead like an Entrepreneur: Keeping the Entrepreneurial Spirit Alive
within the Corporation. (New York, NY: McGraw-Hill, 272 p.).
Faculty Director, School of Executive Education (Babson Collage).
Entrepreneurship; Leadership. How to foster
innovation at the enterprise, market, operational, unit levels.
Noel M. Tichy, Mary Anne Devanna (1986).
The Transformational
Leader: The Key to Global Competitiveness. (New York, NY: Wiley, 306 p.). Organizational change;
Leadership.
Noel Tichy with Eli Cohen (1997).
The Leadership Engine: How
Winning Companies Build Leaders at Every Level. (New York, NY:
Harper Business, 367 p.). Leadership; Executives--Training of.
Noel M. Tichy with Nancy Cardwell (2002).
The Cycle of Leadership:
How Great Leaders Teach Their Companies To Win. (New York, NY:
HarperCollins, p.). Leadership; Executive ability; Organizational
learning; Organizational effectiveness.
Noel Tichy and Warren Bennis (2007).
Judgment: How Winning Leaders Make Great Calls.
(New York, NY: Portfolio, 288 p.). Professor at the Ross School of
Business (University of Michigan); University Professor, Distinguished
Professor of Business Administration (University of Southern
California). Leadership. Quality of
leader’s judgment determines fate of entire organization; essence of leadership;
framework for making
tough calls when stakes are high, right path far from obvious; how to
recognize critical moment before judgment call, when swift, decisive
action is essential, how to execute decision after call.
Granville N. Toogood (2005).
The Articulate Executive in Action: How the Best Leaders Get Things Done.
(New York, NY: McGraw-Hill, 177 p.). Communication in management;
Success in business. Communication tactics
executives use to create success.
Dave Ulrich, Jack Zenger, Norm Smallwood (1999).
Results-Based
Leadership. (Boston, MA: Harvard Business School Press, 234 p.).
Leadership; Executive ability.
Michael l Useem (2006).
The Go Point: When It’s Time To Decide:
Knowing What To Do and When To Do It. (New York, NY: Crown
Business, 275 p.). William and Jacalyn Egan Professor of Management at
the Wharton School (University of Pennsylvania). Decision making;
Leadership. Moment of truth when you have to say
"yes" or "no", when it’s time to get off the fence. How to master the
art and science of being decisive.
Ed. Robert P. Vecchio (2007).
Leadership: Understanding the Dynamics of Power and Influence in
Organizations. (Notre Dame, IN: University of Notre Dame
Press, 616 p. [2nd ed.]). Franklin D. Schurz Professor of Management
(University of Notre Dame). Leadership; Executive ability.
Classic
essays by major figures in field of leadership.
Michael Watkins (2003).
The First 90 Days: Critical Success
Strategies for New Leaders at All Levels. (Boston, MA: Harvard
Business School Press, 253 p.). Leadership; Executive ability;
Strategic planning; Management.
William Welter, Jean Egmon (2005).
The Prepared Mind of a Leader: Eight skills Leaders Use To Innovate,
Make Decisions, and Solve Problems. (San Francisco, CA: Jossey-Bass,
304 p.). President of Adaptive Strategies; Director of the Complexity
in Action Network, Faculty at the Kellogg School of Management
(Northwestern University). Leadership; Decision making.
1) Observing, 2) Challenging, 3) Reflecting, 4)
Reasoning, 5) Imagining, 6) Deciding, 7) Learning, 8) Teaching.
B. Joseph White (2006).
The Nature of Leadership: Reptiles, Mammals, and the Challenge of
Becoming a Great Leader. (New York, NY: American Management
Association, 200 p.). President of the University of Illinois.
Leadership; Success in business. Tough or warm,
as particular circumstances dictate; passion to develop talented
people, ability to innovate and create change (Abraham Lincoln, Jack
Welch, Steve Jobs, Martin Luther King).
David J. Wilkinson (2006).
The Ambiguity Advantage: What Great Leaders Are Great At. (New
York: Palgrave Macmillan, 224 p.). Head of Professional Development (Cranfield
University). Leadership; Ambiguity; Uncertainty;
Management--Psychological aspects. Key factor
for great leadership is ability to recognize, explore, profit from
ambiguous and chaotic situations and to lead others through them.
Ed. J. Thomas Wren (1995).
The Leader’s Companion: Insights on Leadership Through the Ages.
(New York, NY: Free Press, 554 p.). Associate Professor, Jepson School of Leadership
Studies (University of Richmond). Leadership--History.
Collection of
64 readings from over 2,000 years of writing on leaders and
leadership.
Douglas A. Hicks Wren, Terry L. Price, Eds. J. Thomas (2004).
Traditional Classics on Leadership, Vol. 1. (Northampton, MA:
Elgar, 339 p.). Associate Professor, Assistant Professor, Assistant
Professor at Jepson School of Leadership Studies (University of
Richmond). Leadership.
Douglas A. Hicks Wren, Terry L. Price, Eds. J. Thomas (2004).
Modern Classics on Leadership, Vol. 2. (Northampton, MA:
Elgar, 493 p.). Associate Professor, Assistant Professor, Assistant
Professor at Jepson School of Leadership Studies (University of
Richmond). Leadership.
Douglas A. Hicks Wren, Terry L. Price, Eds. J. Thomas (2004).
New Perspectives on Leadership, Vol. 3. (Northampton, MA:
Elgar, 670 p.). Associate Professor, Assistant Professor, Assistant
Professor at Jepson School of Leadership Studies (University of
Richmond). Leadership.
Gary Yukl (2001).
Leadership in Organizations. (Upper Saddle
River, NJ: Prentice Hall, 508 p. [5th ed.]). Leadership; Decision making;
Organization.
Abraham Zaleznik (1966).
Human Dilemmas of Leadership. (New
York, NY: Harper & Row, 236 p.). Industrial sociology; Executives;
Leadership.
--- (1989).
The Managerial Mystique: Restoring Leadership in
Business. (New York, NY: Harper & Row, 307 p.). Management;
Leadership; Executive ability.
Abraham Zaleznik and Manfred F.R. Kets de Vries (1985).
Power
and the Corporate Mind. (Chicago, IL: Bonus Books, 288 p. [2nd
ed.]). Executives--Psychology; Leadership; Political psychology; Psychoanalysis.
Dale E. Zand (1997).
The Leadership Triad: Knowledge, Trust, and
Power. (New York, NY: Oxford University Press, 221 p.).
Leadership; Decision making; Control (Psychology); Trust.
John H. Zenger, Joseph Folkman (2002).
The Extraordinary Leader:
Turning Good Managers into Great Leaders. (New York, NY:
McGraw-Hill, 296 p.). Leadership.
