NAFSA: Association of International Educators
International Education Leadership Knowledge Community
An Annotated Bibliography on Leadership
Abrashoff, Captain D. Michael. 2002. It's Your Ship: Management Techniques from the Best Damn Ship in the
Navy. New York: Warner Books.
"The most important thing a captain can do is to see the ship from the eyes of the crew." This belief has
successfully guided D. Michael Abrashoff, the captain of one of the U. S. Navy's most modern and lethal
warships. Abrashoff has revolutionized how to handle such challenging problems as excessive costs, low
morale, sexual harassment, and constant turn-over. Business managers will benefit from Abrashoff's guiding
belief that focus should be on empowering your people rather than on chain of command. By shifting
organizing principles from obedience to performance, managers will be rewarded with remarkable productivity.
As Abrashoff explains, the more people enjoy the process, the better the results. Good leaders listen to the
people under their command-and use their ideas to improve operating procedures.
Argyris, Chris and Donald A. Schon. 1974/1991. Theory in Practice: Increasing Professional Effectiveness. San
Francisco: Jossey-Bass, Inc.
This seminal work grew out of early efforts to help educational administrators initiate reforms in schools. The
authors put forth a conceptual framework to explain the essential challenges to professional education and how
to overcome those challenges.
Autry, James A. 2004. The Servant Leader: How to Build a Creative Team, Develop Great Morale, and Improve
Bottom Line Performance. Crown.
Servant leadership is leadership the right way--a better way of being a manager and part of organizational life.
Servant leadership will produce fulfilling emotional, psychological, and spiritual rewards for everyone
involved. It will enhance productivity, encourage creativity, and benefit the bottom line.
In The Servant Leader, top-selling author, former Fortune 500 executive, and business consultant James A.
Autry shows you how to remain true to the servant leadership model when handling day-to-day and long-term
management situations. You'll learn how to manage with respect and honesty and how to empower employees
to achieve new levels of satisfaction. Plus, you'll learn why servant leadership can be the guiding light to
becoming the kind of leader and person you want to be. You'll discover how to:
* Maintain your spiritual focus while dealing with such challenging issues as firing, harassment, substance
abuse, and performance problems
* Provide guidance during conflict and crisis
* Assure your continued growth and progress as a leader
* Train managers in the principles of servant leadership
* Transform a company with morale problems into a great place to work
* And more
Real leadership begins on the inside with your own commitment to inspire the best in others. But it's one thing
to make the commitment; it's quite another to develop the skills to make that happen. If you are an executive, a
manager, or someone who aspires to be in a leadership role, you will find the servant leadership philosophy to
be a valuable, refreshing, and rewarding approach to leading others and to business life.
Bakke, Dennis W. 2005. Joy at Work. Seattle: PVG.
Bakke cofounded international energy giant AES in 1981 and was its president and CEO from 1994 to 2002.
This memoir-cum-inspirational business book has an everything-but-the-kitchen-sink feel; in relaxed,
roundabout prose, Bakke tells of his first work experience (chasing cows to the barn for milking at age five), his
schooling, his friendships and partnerships, and how it all coalesced into a philosophy of work that puts
employee satisfaction ahead of profit as a company's goal--a frightening thing for most managers. Bakke
believes worker autonomy and self-determination to be the straightest path to success. Most of the book takes
AES as a case study; his matter-of-fact descriptions of the Houston power plant's experience with
"honeycombing"--or transition to egalitarian, collective self-supervision, including spending--or of humility as a
managerial necessity, are genuinely inspiring, though job elimination is involved in the transitions he proposes.
Bakke argues that his values and techniques did, in fact, lead to profit (until, he says, the energy industry
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scandals of the past few years), but that profit is not the point of work. While most managers would not dream
of experimenting with Bakke's ideas, they will find it difficult to deny their potential.
Barber, Benjamin. 1996. Jihad and Mc World. Random House.
Jihad vs. McWorld is an analysis of the fundamental conflict of our times: consumerist capitalism versus
religious and tribal fundamentalism. Jihad vs. McWorld offers a lens through which to understand the chaotic
events of the post-Cold War world. Benjamin R. Barber argues that if you look only at the business section of
the daily newspaper, you would be convinced that the world was increasingly united, that borders were
increasingly porous, that corporate mergers were steadily knitting the globe into a single international market.
But if you focus only on the front page, you would be convinced of just the opposite: that the world was
increasingly riven by fratricide, civil war, and the breakup of nations. Barber provides a single map that unites
these two sides of the same coin, and convincingly demonstrates that what capitalism and fundamentalism have
in common is a distaste for democracy. For both, in different ways, lay siege to the nation-state itself heretofore the only guarantor of conditions that have permitted democracy to flourish. Democracy, Barber
suggests, may well fall victim to a twin-pronged attack: by a global capitalism run rampant whose essential
driving force is nihilistic, at its root destructive of traditional values as it seeks to maximize profit-taking at
virtually any moral or religious or spiritual cost; and by religious, tribal, and ethnic fanatics whose various
creeds are stamped by intolerance and a rage against the "other." The paradox at the core of this bold book is
that the tendencies of both Jihad and McWorld are at work, both visible sometimes in the same country at the
same instant. Jihad pursues a bloody politics of identity, while McWorld seeks a bloodless economics of profit.
Belonging by default to McWorld, everyone is compelled to enroll in Jihad. But no one is any longer a citizen.
And, asks Barber, without citizens, how can there be democracy?
Bellman, Geoffrey M. Getting Things Done When You Are Not in Charge. 2001. 2d ed. San Francisco: BerrettKoehler.
This book provides guidance for initiating and leading changes in the organization, regardless of one’s formal
position. Written for people in all types of settings, this book is especially relevant to professionals and support
workers who are not in positions of authority, but who want to make a difference in their workplace. Bellman
presents his “Getting Things Done” model and gives practical advice in the following chapters: “Pursuing your
aspirations”; “Discovering dreams”; “What is really happening?”; “Build common understanding”; “Face the
politics”; “Seek the priorities”; “Who makes a difference?”; “Enlisting able partners”; “Controlling work
dynamics”; “Dealing with decision makers”; “How might you help?”; “Find the courage to risk”; “Making your
work rewarding”; “Create change”; and “Actions that get things done.”
Bennis, Warren, and Burt Nanis. 1985. Leaders: Strategies for Taking Charge. New York: Harper & Row.
In this book, Bennis and Nanis identify four leadership competencies or “themes” exhibited by 90 leaders in the
business world that they interviewed: attention through vision, meaning through communication, trust through
positioning, and the deployment of oneself through positive self-regard. The following chapters explore how
these themes can be applied to entire organizations (e.g., how an organization creates a vision, how one can
create a social architecture that can enable it to reach its vision, etc.).
Bennis, Warren, and Joan Goldsmith. 2003. Learning to Lead: A Workbook on Becoming a Leader. 3d ed.
Cambridge, Mass.: Perseus.
In this book, Warren Bennis and Joan Goldsmith present their model of leadership and guide the reader through
a series of activities and exercises designed to help them become more effective leaders. These activities
involve self-reflection upon one’s personal experiences, qualities, and attitudes, and while some activities are
designed to be performed with a group, they may also be performed alone. In the first chapter, readers may take
a “Leadership Inventory” to see whether they identify more with leaders or managers, and list behaviors they
wish to change. The following chapters help readers identify their values and goals and personal qualities,
examine role models and events in their lives that influenced them as leaders, increase their self-knowledge,
develop and communicate a vision, build trust and integrity, and assess themselves on major leadership
competencies. This book also contains an extensive annotated bibliography.
Bennis, Warren. 2003. On Becoming a Leader. Rev. ed. Cambridge, Mass.: Perseus.
In this revised edition of his 1989 classic, Warren Bennis discusses the qualities that define leadership, the
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people who embody them, and the strategies to become a leader. Using many scenarios of real-life leaders, he
demonstrates how leaders must master their context instead of being overpowered by it, possess the basic
attributes of leadership (a guiding vision, passion, integrity, trust, curiosity, and daring), possess knowledge of
themselves and the world around them, and operate on instinct. He also lists steps that individuals can take to
become more effective leaders, discusses the importance of taking risks, and how to gain the support of
followers. Ways in which organizations can encourage or hinder leadership are also discussed.
Berieter C. 2002. Education and Mind in the Knowledge Age. Lawrence Erlbaum and Associates.
From the publisher “In this book, Bereiter--a distinguished and well-known cognitive, educational psychologist
--presents what he calls "a new way of thinking about knowledge and the mind." He argues that in today's
Knowledge Age, education's conceptual tools are inadequate to address the pressing educational challenges and
opportunities of the times. Two things are required: first, to replace the mind-as-container metaphor with one
that envisions a mind capable of sustaining knowledgeable, intelligent behavior without actually containing
stored beliefs; second, to recognize a fundamental difference between knowledge building and learning-both of
which are essential parts of education for the knowledge age. Connectionism in cognitive science addresses the
first need; certain developments in post-positivist epistemology address the second. The author explores both
the theoretical bases and the practical educational implications of this radical change in viewpoint. The book
draws on current new ways of thinking about knowledge and mind, including information processing, cognitive
psychology, situated cognition, constructivism, social constructivism, and connectionism, but does not adhere
strictly to any "camp." Above all, the author is concerned with developing a way of thinking about the mind that
can usher education into the knowledge age.”
Birnbaum, Robert. 1988. How Colleges Work: The Cybernetics of Academic Organization and Leadership. San
Francisco: Jossey-Bass.
One of the best theoretical and applied analyses of university academic organization and leadership in print.
This book is significant because it is not only thoughtfully developed and based on careful reading of the
extensive literature on leadership and governance, but it is also deliberately intended to enable the author to
bridge the gap between theories of organization, on one hand, and practical application, on the other.
Blanchard, Ken and Phil Hodges. 2003. Servant Leader. Nashville: J. Countryman.
Best-selling author of The One-Minute Manager, Ken Blanchard, along with Phil Hodges, reveals the meaning
of servant leadership modeled after Jesus Christ. Based on Blanchard's and Hodges' Faith Walk seminars,
business leaders come to realize that teams are more powerful than the sum of the individuals and to recognize
their people as appreciating assets.
Servant Leader summarizes the Four Dimensions of Leadership:
The thousands who have attended his seminars witnessed the transforming power of this unconventional
approach. Readers seeking to grow as leaders and business executives will find Servant Leader nothing short of
life-changing.
Boyatzis, Richard and Annie McKee. 2005. Resonant Leadership : Renewing Yourself and Connecting with Others
through Mindfulness, Hope, and Compassion. Boston: Harvard Business School Press.
The co-authors of Primal Leadership (2004) explain how the stress and sacrifice associated with leadership can
produce burnout and bad decisions if not counteracted by a conscious renewal process. Based upon
interdisciplinary research in such fields as neuropsychology and management, their Intentional Change Model
shows leaders how to use mindfulness, hope, and compassion to become more effective. Exercises and activities
are given at the end of each chapter. Boyatzis teaches organizational behavior at Case Western Reserve, and
McKee is affiliated with the Teleos Leadership Institute. Annotation ©2006 Book News, Inc., Portland, OR
Braskamp, Larry. Lois Calian Trautvetter, and Kelly Ward. 2007. Putting Students First: How Colleges Develop
Students Purposefully. Whiley.
Society is calling for higher education to take more responsibility for helping students find purpose and
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meaning in life. In this book, the authors argue that colleges should purposefully invest in students in ways that
will foster their holistic development by recognizing and building on students' purpose in life, intellectually,
spiritually, and morally. By using the "4C framework"—culture, curriculum, cocurriculum, and community—
faculty, student affairs staff, and academic administrators will be able to discuss, plan, and create a college
environment that effectively supports the learning and development of students. The book contains a set of
themes and calls for consideration and action based on the findings of site visits at 10 colleges and a set of
questions to help readers think about and plan how to develop students holistically on their own campuses.
Burns, James MacGregor. 2003. Transforming Leadership. New York: Grove Press.
In Transforming Leadership, Burns illuminates the evolution of leadership structures, from the chieftains of
tribal African societies, through Europe's absolute monarchies, to the blossoming of the Enlightenment's ideals
of liberty and happiness during the American Revolution. Along the way he looks at key breakthroughs in
leadership and the towering leaders who attempted to transform their worlds-Elizabeth I, Washington, Jefferson,
Gandhi, Eleanor Roosevelt, Gorbachev, and others. Culminating in a bold and innovative plan to address the
greatest global leadership challenge of the twenty-first century, the long-intractable problem of global poverty,
Transforming Leadership will arouse discussion and controversy in classrooms and boardrooms throughout the
country.
Caroselli, Marlene. 2000. Leadership Skills for Managers. New York: McGraw-Hill.
This book examines the characteristics and abilities that differentiate leaders from managers. Readers may use it
to develop a plan to improve their abilities and assess themselves on different characteristics using questions
and checklists throughout the book. Various leadership roles are described, including being a visionary,
problem-solver, team-builder, manager, communicator, power distributor, liaison (forming partnerships and
strategic alliances), and planner. Skills and traits needed to be an effective leader are also discussed, such as
courage to handle objections and criticism, the ability to instill pride in one’s followers, sincerity (showing
concern for others, the “personal touch”), adaptability to face opposing ideas and viewpoints, the ability to use
influence and not solely rely on one’s authority to accomplish things, and the ability to communicate with
various specialists in one’s organization.
Chapman, Elwood N. 1989. Leadership: What Every Manager Needs to Know. Chicago: SRA Pergamon.
Based on 60 interviews with a variety of recognized leaders, lecturer and business training specialist Elwood
Chapman offers his model of leadership (“The leadership formula”), which contains six fundamentals that can
be applied regardless of one’s position. Readers may also evaluate their own leadership skills and identify areas
for improvement using the various exercises, tests, and assessment forms throughout the book. In the first
chapter, Chapman distinguishes leadership from management. In the following chapters, he describes
characteristics of successful leaders, presents his “strategic model for leadership training”, gives advice on how
to be a “star communicator”, and how to convert employees into followers, set up an effective reward system,
use power effectively, improve one’s decision-making, become a visionary, make effective use of a
communication network, and create a positive force in one’s work environment. Other special features of this
book include a “Leadership Effectiveness Scale”, where readers may assess their own leadership competencies,
and two case studies per chapter where readers may compare their responses with the author’s comments at the
back of the book.
Collins, James C. & Porras, J. I. 1994. Built toLast: Successful Habits of Visionary Companies. New York:
HarperCollins (HarperBusiness).
Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and
Porras took eighteen truly exceptional and long-lasting companies — they have an average age of nearly one
hundred years and have outperformed the general stock market by a factor of fifteen since 1926 — and studied
each company in direct comparison to one of its top competitors. They examined the companies from their very
beginnings to the present day — as start-ups, as midsize companies, and as large corporations. Throughout, the
authors asked: "What makes the truly exceptional companies different from other companies?"
By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords
and fads of the day to discover timeless qualities that have consistently distinguished outstanding companies.
They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted
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idea that only charismatic visionary leaders can build visionary companies.
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that
can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building
organizations that will prosper long into the twenty-first century and beyond.
Cox, Taylor Jr. 2001. Creating the Multicultural Organization: A Strategy for Capturing the Power of Diversity.
San Francisco: Jossey-Bass.
A variety of trends, including the globalization of business, the increased use of teams, and a change in
workforce demographics, have made managing workforce diversity a critical competency for organizations.
Developing this competency requires transforming monolithic cultures into multicultural organizations. Many
organizations have only recently taken up the challenge; for many others, past attempts have produced
disappointing results.
This book presents a model for developing diversity-competent organizations, a model that represents a radical
departure from what most organizations have done in the past. The book is a guide to help leaders such as
CEO’s, members of diversity steering committees, HR professionals, work-group managers, and team leaders
achieve breakthrough results in this difficult and complex area. Numerous examples are presented to illustrate
how to apply the ideas contained in the model. Following an introductory chapter on a presentation of the
dimensions of the challenge of diversity, the book is organized as a straightforward presentation of an approach
to organizational change. Chapter Two explains the five-part change model and why it has potential to help
organizations. The remaining chapters provide details on each aspect of the process, including tips for
successful application and warnings of pitfalls to avoid.
Crosby, Philip B. 1995. Quality Without Tears: The Art of Hassle-Free Management. McGraw Hill.
The author's objective is to show managers how to build quality into all aspects of a company's operations
thereby lowering costs, increasing sales, and boosting profits and do all this without the typical bureaucratic
controls and procedures that merely hassle people without producing the desired results. Real situation and
amusing fictional case histories are used to demonstrate that problems of quality and hassle are caused by
management action.
Denning, Stephen. 2004. Squirrel, Inc.: A Fable about Leadership Through Storytelling. San Francisco: JosseyBass.
Take a satirical scamper through organizational life in the midst of changing times, brought to you by master
storyteller and former World Bank executive Steve Denning. With wisdom and a healthy dose of wit, Denning
introduces a cast of furry characters who together learn the fine art of change through storytelling in their quest
to overcome obstacles, generate enthusiasm and teamwork, share knowledge, and ultimately lead their company
into a new era of success and significance. Through the stories of Squirrel Inc., readers will learn that the ability
to tell the right story at the right time can determine the outcome of any major change effort. In each chapter
Denning's squirrels learn to use storytelling to address leadership challenges:
De Marco, Tom. 2002. Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency. Broadway Books.
If your company’s goal is to become fast, responsive, and agile, more efficiency is not the answer—you need
more slack.
Why is it that today’s superefficient organizations are ailing? Tom DeMarco, a leading management consultant
to both Fortune 500 and up-and-coming companies, reveals a counterintuitive principle that explains why
efficiency efforts can slow a company down. That principle is the value of slack, the degree of freedom in a
company that allows it to change. Implementing slack could be as simple as adding an assistant to a department
and letting high-priced talent spend less time at the photocopier and more time making key decisions, or it could
mean designing workloads that allow people room to think, innovate, and reinvent themselves. It means
embracing risk, eliminating fear, and knowing when to go slow. Slack allows for change, fosters creativity,
promotes quality, and, above all, produces growth.
With an approach that works for new- and old-economy companies alike, this revolutionary handbook debunks
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commonly held assumptions about real-world management, and gives you and your company a brand-new
model for achieving and maintaining true effectiveness.
DePree, Max. 1987. Leadership is an Art. East Lansing, Mich.: Michigan State University Press.
This book contains the author’s ideas and beliefs about leadership, based on his experience as CEO of Herman
Miller, Inc., an office furniture manufacturing company. He stresses the importance of recognizing and utilizing
the diversity of skills and talents within one’s organization and viewing employees as human beings. He favors
“participative management”, where employees at different levels are involved in the decision-making process
and people who are outside of the established hierarchy of leadership are encouraged to take charge of problem
situations. DePree emphasizes the importance of recognizing people with leadership potential at all levels of the
organizational hierarchy and giving them opportunities to lead. He also stresses the importance of making work
life meaningful for employees and helping them reach their potential in order to result in increased effectiveness
and productivity. He also discusses the importance of communicating the organization’s values and ensuring
everyone shares them. Real-life stories from his plant, Herman Miller, Inc., and examples of exceptional leaders
he has known are presented throughout the book.
Dotlich, David L., James L. Noel, and Norman Walker. 2004. Leadership Passages: The Personal and Professional
Transitions That Make or Break a Leader. San Francisco: Jossey-Bass.
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, Novartis, 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.
Drucker, Peter F. 2002. The Effective Executive. New York: HarperCollins.
Drucker identifies five practices essential to effectiveness: management of time; choosing what to contribute to
the organization; knowing where and how to mobilize strength for best effect; setting the right priorities; and
bringing it all together with effective decisions.
Drucker, Peter F. 1990. Managing the Non-Profit Organization: Practices and Principles. New York: Harper
Collins.
In Managing the Non-Profit Organization, Peter Drucker discusses the tasks, responsibilities, and practices that
can be applied to make a non-profit organization an effective agent of social change. Based on essays and
interviews with leaders involved in community-based projects, the book analyzes aspects of management,
mission, strategic planning, marketing, decision-making, human resource development, and leadership in
relation to the non-profit sector. In Drucker’s view, needs, skills, and dedication are central to non-profit
organizations. The manager must anticipate, plan, and innovate and know how to maintain key relationships
within the specific sector of which his/her organization is a part.
The book is divided into five large chapters. The author first addresses the fundamental importance of the
mission and the ways in which it is translated into action to have a real impact. The second chapter addresses
the provision of services: how to reach potential clientele, promote the services offered, and collect funds. The
third chapter deals with the performance of a non-profit organization, evaluating and assessing its impact on
decision-making.
In the fourth chapter, the author deals with human resources management, including employees, volunteers, and
the Board of Directors. The last chapter is devoted to personal development: as a person, manager, and leader.
A section of this chapter deals with the special case of women in management positions in non-profit
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organizations. In addition, the book presents nine interviews with experts and leaders on issues central to
community work.
Feiner, Michael. 2004. The Feiner Points of Leadership: The 50 Basic Laws That Will Make People Want to
Perform Better for You. New York: Warner Business Books.
There's no mistaking what a great leader does. The real challenge is to know how it's done. Understanding the
nuances of putting leadership into action has long been the specialty of Michael Feiner, the former chief people
officer at Pepsi-Cola and current management professor at Columbia Graduate School of Business. Now, in this
hands-on, plain-speaking, practical guide, Feiner shares his hard-won expertise and gives you detailed solutions
to the everyday problems of leadership. ... offers fifty insightful laws covering everything from managing tough
bosses and difficult subordinates, to dealing with uncooperative colleagues, to overcoming resistance to
corporate change. Based on Feiner's experiences as an aspiring executive, senior leader, and management
consultant, The Feiner Points shows you that leadership has little to do with grand strategies or personal
charisma. And the author's tales from the trenches will make you smile as you discover
Ferrazzi, Keith and Tahl Raz. 2005. Never Eat Alone. New York: Currency Doubleday.
The youngest partner in Deloitte Consulting's history and founder of the consulting company Ferrazzi
Greenlight, the author quickly aims in this useful volume to distinguish his networking techniques from generic
handshakes and business cards tossed like confetti. At conferences, Ferrazzi practices what he calls the "deep
bump"-a "fast and meaningful" slice of intimacy that reveals his uniqueness to interlocutors and quickly forges
the kind of emotional connection through which trust, and lots of business, can soon follow. That bump
distinguishes this book from so many others that stress networking; writing with Fortune Small Business editor
Raz, Ferrazzi creates a real relationship with readers. Ferrazzi may overstate his case somewhat when he says,
"People who instinctively establish a strong network of relationships have always created great businesses," but
his clear and well-articulated steps for getting access, getting close and staying close make for a substantial leg
up. Each of 31 short chapters highlights a specific technique or concept, from "Warming the Cold Call" and
"Managing the Gatekeeper" to following up, making small talk, "pinging" (or sending "quick, casual" greetings)
and defining oneself to the point where one's missives become "the e-mail you always read because of who it's
from." In addition to variations on the theme of hard work, Ferrazzi offers counterintuitive perspectives that
ring true: "vulnerability... is one of the most underappreciated assets in business today"; "too many people
confuse secrecy with importance." No one will confuse this book with its competitors. Copyright 2005 Reed
Business Information.
Fisher, Roger & Ury, W. 1981. Getting to Yes: Negotiating Agreement Without Giving In. New York: Penguin Book
Group ,Viking Penguin Inc.
You've heard it all before, "be positive, know what you want, invent options for mutual gain." But have you
developed a strategy? Originally written as negotiation tactics for lawyers, this book offers advice on getting
what you want. It addresses issues such as what to accept from those you negotiate with and what to offer
without giving up anything on your side.
Florida, Richard. 2003. The Rise of the Creative Class: And How It's Transforming Work, Leisure, Community, and
Everyday Life. The Rise of the Creative Class gives us a provocative new way to think about why we live as we
do today-and where we might be headed. Weaving storytelling with masses of new and updated research,
Richard Florida traces the fundamental theme that runs through a host of seemingly unrelated changes in
American society: the growing role of creativity in our economy.
Just as William Whyte's 1956 classic The Organization Man showed how the organizational ethos of that age
permeated every aspect of life, Florida describes a society in which the creative ethos is increasingly dominant.
Millions of us are beginning to work and live much as creative types like artists and scientists always have-with
the result that our values and tastes, our personal relationships, our choices of where to live, and even our sense
and use of time are changing. Leading the shift are the nearly 38 million Americans in many diverse fields who
create for a living—the Creative Class.
The Rise of the Creative Class chronicles the ongoing sea of change in people's choices and attitudes, and
shows not only what's happening but also how it stems from a fundamental economic change. The Creative
Class now comprises more than thirty percent of the entire workforce. Their choices have already had a huge
7
economic impact. In the future they will determine how the workplace is organized, what companies will
prosper or go bankrupt, and even which cities will thrive or wither.
Florida, Richard. 2005. The Flight of the Creative Class: Why America Is Losing the Global Competition for
Talent... and What We Can Do to Win Prosperity Back. HarperCollins.
In his The Rise of the Creative Class, Florida (Brookings Institute) sparked an international debate over the
causes and effects of long-term prosperity, economic development, and innovation. Here he takes his arguments
to the next level, explaining how the same conditions that affect regional economic development and talent
exchange play out on the world stage. He argues that the US must address problems such as rising inequality
and disconnected political leadership to continue to attract foreign students, scientists, creatives, and
entrepreneurs. Annotation ©2004 Book News, Inc., Portland, OR
Friedman, Thomas L. 2005/2006. The World is Flat. New York: Farrar, Straus and Giroux.
This new edition of The World Is Flat is Thomas L. Friedman’s account of the great changes taking place in our
time, as lightning-swift advances in technology and communications put people all over the globe in touch as
never before-creating an explosion of wealth in India and China, and challenging the rest of us to run even
faster just to stay in place.
In The World Is Flat, Friedman at once shows "how and why globalization has now shifted into warp drive"
(Robert Wright, Slate) and brilliantly demystifies the new flat world for readers, allowing them to make sense
of the often bewildering scene unfolding before their eyes. With his inimitable ability to translate complex
foreign policy and economic issues, he explains how the flattening of the world happened at the dawn of the
twenty-first century; what it means to countries, companies, communities, and individuals; how governments
and societies can, and must, adapt; and why terrorists want to stand in the way.
Frick, Don M. and Larry C. Spears, eds. 1996. Robert Greenleaf: On Becoming a Servant-Leader. San Francisco:
Jossey-Bass Publishers.
Authors Frick and Spears have put together a collection of essays by and interviews with Robert Greenleaf, a
well-known and well-respected teacher, manager, thinker, and public speaker on leadership. Greenleaf would
shy away from calling himself a leader, yet he is widely regarded as having defined the meaning of leadership
for many of his contemporaries and later generations of students and managers. Greenleaf identified leaders as
individuals who were prepared to be “servant-leaders,” in other words, individuals who are motivated by a will
to “serve” and are chosen by followers to “lead.” He also brought into the equation the importance of leaders
being motivated by values and ethics, as opposed to external rewards, such as personal prestige or economic
profits. Servant-leaders are leaders who are inclined to share power and decision-making and who lead not with
authority, but with vision, insight, and integrity.
While Greenleaf spent most of his professional career in an advisory position at AT&T, his insights have a
broad and universal application. Many outside the corporate field, such as leaders in religious and educational
institutions, have found that Greenleaf’s essays resonate with their own situations. Readers may find
Greenleaf’s essays and interviews a source of insight as they seek to reflect on their own goals, values, and
qualities as leaders. The essays are presented in an easy, accessible, and conversational style and contain
Greenleaf’s reflections on his own experience and the experience of individuals he has learned from. The book
includes discussions on the qualities of servant-leaders, a central one being self-knowledge, and the role of
institutions in providing the conditions for leaders to lead. Greenleaf contends that institutions and their leaders
thrive when there is an agreement on values and goals.
Fullan, Michael. 1999. Change Forces: The Sequel. London: Routledge Falmer.
Fullan's first book on this subject was an instant and best-selling success. Now, in Change Forces, The Sequel,
he extends and expands the use of chaos theory as a lens through which to view and comprehend change, and
the forces which govern it. Educators have already widely embraced this approach, and adopted the idea that
change is not so straightforward as we might hope. As Fullan worked on his ideas, relating them to school
systems, higher education and research, the field of change forces also developed significantly. This volume
covers the new aspects of this science of complexity and helps educators obtain insights for delving deeper into
moral purpose and expanding into fresh dimensions of changing forces in the environment.
8
Fullan, Michael. 2001. Leading in a Culture of Change. San Francisco: Jossey-Bass.
In an increasingly complex and fast-changing world, we cannot just rely on charismatic leaders to solve our
problems. We need to cultivate leadership at all levels of any organization, business or education, according to
Fullan, "to face problems for which there are no simple, painless solutions." Instead of prescribing recipes of
set steps for leaders, Fullan gives a framework or new mind-set of 5 themes or capacities: the inner pie of moral
purpose (acting with the intention of making a positive difference), understanding change, relationship building,
knowledge creation and sharing, and coherence making. It is surrounded by an outer rim of three of the personal
characteristics of leaders: "energy-enthusiasm-hopefulness". Effective leaders thus mobilize commitment, both
external (based on management policies) and internal (getting a job done is intrinsically rewarding). The aim or
outcome of leadership is to make sure that "more good things happen" and "fewer bad things happen" defined
according to different contexts.
Gardner, H. 2004. Changing Minds: the Art and Science of Changing Our Own and Other People's Minds. Boston:
Harvard Business School Publishing.
The author offers a framework for understanding what happens during the course of changing a mind, and how
to influence that process, identifying powerful factors that impel or thwart significant shifts in ways of thinking.
Gardner, John W. 1990. On Leadership. New York: The Free Press.
This classic text on the nature, challenges and potential of leadership sheds light on what the author calls “the
issues behind the issues” of leadership, including motivation, shared values, social cohesion and institutional
renewal. Gardner argues that significant leadership potential at the local level lies dormant, waiting to be
identified and nurtured.
Gates, William H. 1999. Business @ the Speed of Thought. New York: Warner Books, Inc.
Although written primarily for the business sector, many of the insights contained here can be applied to
schools and districts, particularly the concept of data-driven decision-making.
Gladwell, Malcolm. 2002. The Tipping Point: How Little Things Can Make a Big Difference. New York and
Boston: Little, Brown and Company.
Defining that precise moment when a trend becomes a trend, Malcolm Gladwell probes the surface of everyday
occurrences to reveal some surprising dynamics behind explosive social changes. He examines the power of
word-of-mouth and explores how very small changes can directly affect popularity. Perceptive and imaginative,
The Tipping Point is a groundbreaking book destined to overturn conventional thinking in business,
sociological, and policy-making arenas.
Goldberg, Ronald J. 1999. The 9 ways of working: How to Use the Enneagram to Discover Your Natural Strengths
and Work More Effectively. New York: Marlowe & Co.
The 9 Ways of Working introduces the nine personality styles of the Enneagram, a classic, highly powerful
approach to work and life. Each of the Enneagram's nine types has a distinct worldview that determines how
they think, what they want, and why they act the way the do. You'll recognize the personality types of the
people you work with-colleagues, clients, bosses-as well as your own. And you'll discover the most effective
ways to work with these people:
1. The Perfectionist
2. The Helper
3. The Producer
4. The Connoisseur
5. The Sage
6. The Troubleshooter
7. The Visionary
8. The Top Dog
9. The Mediator
Drawing upon 25 years of teaching and consulting, Michael Goldberg's rich descriptions catch the "aha" of each
style with insightful anecdotes and real-life stories. He shows how each style is likely to connect with or miss
the others, what kind of leadership is right for certain situations, and how each style makes important decisions
and gets work done. You'll see the special gifts and talents of each style, their limits and blind spots, and when
9
they will shine and when they will wilt. The 9 Ways of Working in packed with practical tips and cautions for
each style and for working with each style.
Goldsmith, Marshall, Cathy L. Greenberg, Alastair Robertson, and Maya Hu-Chan. 2003. Global Leadership: The
Next Generation. Upper Saddle River, NJ: Financial Times Prentice Hall Books.
The follow-up to Marshall Goldsmith's 500,000-copy bestseller The Leader of the Future, Global Leadership:
The Next Generation systematically identifies what tomorrow's leaders will need to know, do and believe in
order to successfully lead the global enterprise of the future.
Drawing on the results of an extraordinary 2-year Accenture study of emerging business leaders, this book
shows why the skills of today's global leaders won't be enough--and why tomorrow's leaders won't resemble
today's. Goldsmith and his co-authors first identify five new "factors of leadership" and their implications:
global thinking, appreciation of diversity, technological savvy, a willingness to partner and an openness to
sharing leadership. They explain what it will mean to lead in an era where intellectual capital is the dominant
source of value; how to lead people whose backgrounds and values may be radically dissimilar from yours; and
why achieving personal self-mastery is now a fundamental prerequisite for leading others.
From the evolution of "federated," semi-autonomous organizational structures to the personal leadership
challenges now arising from globalism, this book offers unprecedented insights into the new challenges of
leadership--and what it will take to meet them.
Goleman D., Boyatzis R., McKee A. 2004. Primal Leadership: Learning to Lead with Emotional Intelligence.
Boston: Harvard Business School Publishing.
Drawing on decades of research within world-class organizations, the authors show that resonant leaders excel
not just through skill and "smarts" but by connecting with others through empathy, self-awareness, and other
skills. Such leaders employ up to six leadership styles—from visionary to coaching to pacesetting, fluidly
moving from one style to another, as the situation demands.
Graff, Gerald. 2004. Clueless in Academe: How Schooling Obscures the Life of the Mind. Yale University Press.
Our schools and colleges often make the intellectual life seem more impenetrable, narrowly specialized, and
inaccessible than it is or needs to be, argues this eminent scholar and educator, whose provocative book offers a
wealth of practical suggestions for making the culture of ideas and arguments more readily understandable.
“Graff is reopening the door on a major debate. In the wake of theory, in the wake of feminism, post-colonial
criticism and all the rest, what is a liberal arts education supposed to be about? How should teachers teach?
What should students learn? Intelligently, humanely, Gerald Graff is bringing all of these questions back home
to the classroom, which, at least for now, seems exactly where they belong.”—Mark Edmundson, Washington
Post Book World
Greenleaf, Robert. 1997. Servant Leadership. New York: Paulist Press.
Robert K. Greenleaf, who died in 1990, has been a powerful voice in the dialogue to reshape management and
leadership policy. He developed his theory of servant leadership while an executive at AT&T, and subsequently
lectured at MIT, Harvard Business School, Dartmouth College and the University of Virginia. The Center for
Applied Ethics, which he founded, eventually became the Robert K. Greenleaf Center, located in Indianapolis.
Harrell, Keith. 2003. The Attitude of Leadership: Taking the Lead and Keeping It. Hoboken, N.J.: John Wiley &
Sons.
This book profiles twenty-one successful business leaders from different industries who demonstrate principles
of Harrell’s “attitude of leadership”, so that readers may learn from them and emulate their success. Each
chapter is devoted to telling the story of how an individual leader became successful, as well as the person’s
style and views on leadership. Following each profile is a section called “Keith’s Attitude Check”, where the
author discusses the positive characteristics and behaviors that can be learned from the individual leader, offers
advice, and poses questions in order to let readers assess themselves. An “Attitude action plan” is also included
at the end of each chapter, which lists questions readers may use to examine themselves in order to become
more effective leaders and improve their relations with employees (e.g., “Are you working in an industry or
capacity that inspires you?”, “Do you keep your employees informed of the company and department status?”).
10
Harris, Philip R., Robert T. Moran, and Sarah V. Moran). 2004. Managing Cultural Differences. Amsterdam:
Elsevier Butterworth-Heinemann.
This new edition of a business textbook bestseller has been completely updated. In particular, the book presents
a fuller discussion of global business today. Also, issues of terrorism and state security as they affect culture and
business are discussed substantially. The structure and content of the book remain the same, with thorough
updating of the plentiful region and country descriptions, demographic data, graphs and maps. This book differs
from textbooks on International Management because it zeroes in on culture as the crucial dimension and
educates students about the cultures around the world so they will be better prepared to work successfully for a
multinational corporation or in a global context.
Harvard Business Review on What Makes a Leader. 2001. Cambridge, Mass.: Harvard Business School Press.
This is a collection of articles on the subject of leadership that previously appeared in the Harvard Business
Review. It includes articles discussing the qualities of successful leaders (“What Makes a Leader?”) pitfalls and
traps to be avoided for high-profile leaders that have gained recognition (“Narcissistic Leaders”), six leadership
styles identified by psychologist Daniel Goleman (“Leadership that Gets Results”), ways to maintain the
attention of employees (“Getting the Attention You Need”), and how to cope with leadership transitions (“The
Successor’s Dilemma”). A case study of a real-life failed company (J. Peterman Company) is also offered,
along with an interview with Novell’s Eric Schmidt.
Harvard Business Review. Leadership in a Changed World. 2004. Boston: HBS Publishing.
Looking at the role of leadership in the era of globalization, scholars, consultants, and corporate executives
address questions of scale, disorder, business management, locality, imperialism, public problems, the measure
of success, and the authority of ideas.
Heifetz, Ronald A. and Marty Linsky. 2002. Leadership on the Line: Staying Alive through the Dangers of
Leading. Boston: Harvard Business School Press.
Every day, in every facet of our lives, opportunities to lead call out to us. At work and at home, in our local
communities and in the global village, the chance to make a difference beckons. Yet often, we hesitate. For all
its passion and promise, for all its excitement and rewards, leading is risky, dangerous work. Why? Because real
leadership--the kind that surfaces conflict, challenges long-held beliefs, and demands new ways of doing thingscauses pain. And when people feel threatened, they take aim at the person pushing for change. As a result,
leaders often get hurt both personally and professionally. In Leadership on the Line, renowned leadership
authorities Ronald A. Heifetz and Marty Linsky marshal a half century of combined teaching and consulting
experience to show that it is possible to put ourselves on the line, respond effectively to the risks, and live to
celebrate our efforts. With compelling examples including the presidents of countries and the presidents of
organizations, everyday managers and prominent activists, politicians and parents, the authors illustrate proven
strategies for surviving and thriving amidst the dangers of leading.
Hesselbein F., Johnston R. 2002. On Leading Change: A Leader to Leader Guide. San Francisco, CA: Jossey-Bass.
This book provides key strategies for changing, sustaining growth, and leading transition, with practical
guidance on how to encourage employees to question, innovate, experiment, and learn from mistakes.
Hochheiser, Robert M. 1997. How to Work for a Jerk. New York: Vintage Books.
Shows how you can get what you want despite the barriers above you. Describes ways to deal with your boss
and make your happiness crucial to his success.
Hofner Saphiere, Dianne, Kappler Mikk, B. & Ibrahim Devries, B. 2005. Communication Highwire: Leveraging the
Power of Diverse Communication Styles. Yarmouth, ME: Intercultural Press.
Communication styles, the authors note, are patterns of behavior—things people do rather than things they are.
Further, labels commonly used to identify communication styles, such as "direct" and "indirect," are culturally
relative and thus open to misinterpretation. Saphiere, a consultant and trainer on intercultural matters, and her
academic co-authors lay out strategies and tools for managers, team leaders, community leaders, educators, and
facilitators to help individuals and groups understand a variety of communication styles, overcome frustrations,
prevent mistakes, and save time and money. They include many workplace examples and 26 suggested
activities. Annotation ©2005 Book News, Inc., Portland, OR
11
Hunter, James C. 2004. The World’s Most Powerful Leadership Principle: How to become a Servant Leader. New
York: Crown Business.
Hunter, a training consultant and author of The Servant, offers a practical guide for people who want to become
a servant leader: "A person of character who is skilled in influencing and inspiring others to enthusiastically
contribute their hearts, minds and other resources toward goals identified as being for the common good."
Citing his own experiences, those of his clients as well as some historical figures, Hunter explains his view of
how leaders should behave. The most effective leader is a morally aware individual who focuses on helping
others succeed, rather than simply handing down decisions. It's essential, says Hunter, that leaders maintain
healthy relationships with their colleagues and be ready to turn corporate hierarchies upside down. With
supporting quotes from poets, psychiatrists and Christopher Reeve, Hunter says that helping others enables
people to overcome their own weaknesses and become better individuals and leaders. The writing is clear, and
Hunter's message may well appeal to many people weary of traditional corporations that have been affected by
recent ethical scandals. But in the end, there's not enough substance to distinguish this book from the countless
other leadership tomes available. Hunter's inclusion of so many random quotes from Zsa Zsa Gabor to George
Washington Carver doesn't enhance this book's value to corporate executives. (June) Copyright 2004 Reed
Business Information.
Huntsman, Jon M. 2005. Winners Never Cheat : Everyday Values We Learned as Children (But May Have
Forgotten). Upper Saddle River, NJ: Wharton School Publishing.
Next time someone tells you business can't be done ethically—corners must be cut, negotiations can't be
honest—hand them Jon Huntsman's new book. Who's Jon Huntsman? Just someone who started with practically
nothing, and built a world-class business that carried him to Forbes' list of America's wealthiest people. Here,
he presents the lessons of a lifetime: a passionate, inspirational manifesto for returning to the days when your
word was your bond, a handshake was sacred, and swarms of lawyers weren't needed to back it up.
This is no mere exhortation: it's as practical as a business book can get. It's about how you listen to your moral
compass, even as others ignore theirs. It's about how you build teams with the highest values...share
success...take responsibility...earn the rewards that only come with giving back. Huntsman built his career and
fortune on these principles—from his youth, refusing the Nixon administration's corrupt demands, to his
lifelong commitment to charity, to the way he approaches his biggest deals.
You don't live these principles just to 'succeed': you live them because they're right. But in an age of non-stop
business scandal, Huntsman's life proves honesty is more than right: it's your biggest competitive differentiator.
Johnson, Spencer. 1998. Who moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your
Life. New York: G. P. Putnam's Sons.
This is a brief tale of two mice and two humans who live in a maze and one day are faced with change:
someone moves their cheese. Reactions vary from quick adjustment to waiting for the situation to change by
itself to suit their needs. This story is about adjusting attitudes toward change in life, especially at work. Change
occurs whether a person is ready or not, but the author affirms that it can be positive. His principles are to
anticipate change, let go of the old, and do what you would do if you were not afraid. Listeners are still left with
questions about making his or her own specific personal changes. Capably narrated by Tony Roberts, this
audiotape is recommended for larger public library collections.--Mark Guyer, Stark Cty. Dist. Lib., Canton, OH
Copyright 1999 Cahners Business Information.
Kadison, Richard D., Theresa Foy DiGeronimo. 2005. College of the Overwhelmed : The Campus Mental Health
Crisis and What to Do About It. Wiley.
Written for parents, students, college counselors, and administrators, College of the Overwhelmed is a landmark
book that explores the stressors that cause so many college students to suffer psychological problems. The book
is filled with insights and stories about the current mental health crisis on our nation's campuses and offers: A
hands-on guide for helping students overcome stress and succeed in a college environment.
An examination of the effects of such commonplace stress factors such as: identity development, relationships,
sexuality, roommate problems, academic pressures, extracurricular demands, parental expectations, and racial
and cultural differences that affect self-worth. Personal stories of students under stress and describes how they
12
overcame a variety of problems. The warning signs and symptoms of common problems, including depression,
sleep disorders, substance abuse, anxiety disorders, eating disorders, impulsive behaviors, and suicide.
Kellerman, Barbara. 2004. Bad Leadership: What it is, How it Happens, Why it Matters. Boston: Harvard Business
School Press.
Kellerman (Kennedy School of Government, Harvard University) contends that humans hold an idealized
vision of their leaders and defer power to them, like most animals, for safety and security; and he describes how
both shepherds and sheep are responsible for bad leadership. The text identifies two categories of bad
leadership—ineffective and unethical—and divides these into seven types: incompetent, rigid, intemperate,
callous, corrupt, insular, and evil. Each type is studied through examples ranging from Putin to Pol Pot. In the
final chapter the author offers ideas on how bad leadership can be stopped or slowed by leaders and followers
alike. Annotation ©2004 Book News, Inc., Portland, OR
Klenke, Karin. 1996. Women and Leadership: A Contextual Perspective. New York: Springer Publishing Company.
Women and Leadership: A Conceptual Perspective is a book that analyzes the current and historical context of
leadership to illustrate how it has been shaped by traditional concepts of gender and how this has restricted
women’s opportunities to lead. While women are more visible today as leaders in every sphere, from business
to politics to education, they still face greater barriers than men to achieving positions of leadership. The
reasons for this are, as Klenke explains, both structural and cultural. The structural barriers include occupational
segregation, which limits women’s access to executive positions and to top levels of companies and
organizations. The cultural barriers include traditional concepts of gender that regard leadership as a “male”
trait.
Based on an extensive review of the literature, Klenke shows that contrary to common stereotypes about gender
and leader-ship – for example, that women who lead adopt “masculine” qualities – men and women differ very
little, if at all, in their capacity for leadership or in their styles of leadership (p.163). The traits of respected
leaders, whether they are men or women, are the same. “Leaders exalt values such as teamwork, collaboration,
interdependence and the unity of leadership and ‘followership’” (p. 10). Klenke also emphasizes the importance
of “context” in shaping leadership: the expectations of male and female leaders will differ depending on
whether they are working in business, government, politics, or in educational or religious institutions. She adds
that an understanding of how women’s leadership is shaped by contexts can greatly expand our notions of
leadership. One of the greatest barriers women face in aspiring for positions of leadership is the expectation
that only men possess the skill to lead. In addition to cultural attitudes about leadership, Klenke discusses other
significant challenges women must face, such as the concept of a “glass ceiling,” the lack of mentors and role
models for female leaders, and women’s unequal access to informal networks of professionals, which still tend
to be predominantly male. Thus, the context remains generally more advantageous for men than women to
develop capacities in leadership. Organizations must be aware of the limitations for women in order to create
conditions that will encourage and support their rise to leadership.
Kouzes, J. M. and B. Z. Posner. 1995. The Leadership Challenge: How to Keep Getting Extraordinary Things Done
in Organizations. San Francisco: Jossey-Bass Publishers.
The above book by Kouzes and Posner (1995) is a second edition of a successful book called The Leadership
Challenge: How to Get Extraordinary Things Done in Organizations, published in 1987. The second edition,
with its title How to Keep Getting Extraordinary Things Done in Organizations, uses new research data to
refine and fine-tune the analysis.
The world has changed dramatically since Kouzes and Posner first released their book, yet their findings remain
just as relevant, if not more relevant, today. Kouzes and Posner’s findings suggest a shift in leadership practices
from the hierarchical and command and control structures of the past to the more decentralized and democratic
forms of leadership, which are more commonplace today.
Kouzes and Posner gathered their findings through extensive research with thousands of respondents. Their
findings showed startling similarities between leaders in all kinds of settings and occupations. They concluded
that leaders share five important skills, which are to: 1) challenge the process; 2) inspire a shared vision; 3)
enable others to act; 4) model the way; and 5) encourage the heart. Throughout the book, the authors describe
their findings in both theoretical and practical language, which renders this book, as Kouzes and Posner
describe, “a field guide for leaders.”
13
One of the many values of the book is it dispels some common myths about leadership, for example, that
personal relationships between leaders and their employees (or “followers”) do not belong in the workplace or
that leaders have arrived at their achievements without making mistakes. Kouzes and Posner conclude that
effective organizations benefit from helpful and often close relationships between staff. They also claim that for
all leaders, mistakes were the precursors to success. To quote Kouzes and Posner, “R.H. Macy, who went on to
establish a successful retail business, failed seven times in retail before he ever succeeded.”
Kouzes, James M., and Barry Z. Posne. 2002. The Leadership Challenge. 3d ed. San Francisco: Jossey-Bass.
This book attempts to help people in all positions and types of organizations to accomplish important things and
in the process, become leaders. Based on the authors’ research on managers and people in non-managerial
positions, it describes leadership practices and fundamental principles, provides real-life case examples of
leaders, and offers guidance on how readers may emulate them to improve their own leadership skills. In the
first chapter, the authors describe the five fundamental practices of exemplary leadership and the “ten
commitments of leadership” or behaviors. In the second chapter, the authors describe the characteristics people
they surveyed most admire about leaders. Following this, each pair of chapters focuses on one of the five
fundamental principles of exemplary leadership: “Model the way”; “Inspire a shared vision”; “Challenge the
process”; “Enable others to act”; and “Encourage the heart”. Each chapter focuses on one of the ten
commitments.
Hesselbein, Frances, Marshall Goldsmith, and Iain Somerville, eds. 1999. Leading Beyond the Walls: How HighPerforming Organizations Collaborate for Shared Success. San Francisco: Jossey-Bass, Inc.
This first book in the Drucker Foundation’s Wisdom to Action series describes the importance of and strategies
for overcoming the walls that exist within organizations as well as those that artificially separate organizations
from the larger communities that surround them, whether peer organizations, direct clients and customers, or the
physical community itself.
Hesselbein, Frances, Marshall Goldsmith, and Iain Somerville, eds. 2002. Leading for Innovation. San Francisco:
Jossey-Bass, Inc.
This second volume of the Drucker Foundation’s Wisdom to Action Series contains 23 short essays by experts
in innovation from the academic, business and public service sectors. The essays are organized into four
categories: Leading the People Who Make Innovation Possible; Creating an Environment That Encourages
Innovation; Changing How You Think About Innovation, and the Practice of Innovation.
Iacocca, Lee (Catherine Whitney). (2007) Where Have All the Leaders Gone? Simon and Schuster.
Business icon Lee Iacocca has cultivated a reputation as a straight talker, and he lives up to it in this engaging
treatise. Using a lifetime's worth of business examples from Ford (where he was president) and Chrysler (where
he was CEO), as well as his charitable endeavors, he makes his case that better leadership is needed to regain
America's social and economic greatness. In 21 chapters, arranged somewhat arbitrarily into four sections
questioning America's lack of leadership, fragile global relationships, capitalism, and future, Iacocca tackles
such broadly ranging subjects as the prospective 2008 presidential candidates, the war in Iraq, our (lack of an)
energy policy, globalization's challenges, and his own retirement. His mix of straightforward lists (e.g., nine
qualities of leadership) and conversational asides makes for fast reading, although many readers may be
surprised by his level of vitriol toward George W. Bush ("the President of the United States is given a free pass
to ignore the Constitution, tap our phones, and lead us to war on a pack of lies"). His status as an icon of
commerce and a best-selling author (Iacocca) demands this book's purchase by all public and corporate
libraries.
Levine, Arthur, Jeanette S. Cureton. 1998. When Hope and Fear Collide: A Portrait of Today's College Student.
Whiley.
In his 1980 book When Dreams and Heroes Died, Arthur Levine presented a portrait of a generation of college
students without heroes - a generation optimistic about their own futures, but pessimistic about the future of the
country and the world. These students turned inward, away from activism and community and toward
individual and material gain, a trend that continued throughout the 80s and showed little sign of changing. But
when Levine returned to campuses in the 1990s, he discovered a startling and encouraging shift in the attitudes
of the new generation of students. When Hope and Fear Collide examines a generation motivated by a
14
conflicting sense of hope and fear. While today's students fear a great many things both on a global level and on
a local level, they are less pessimistic than the previous generation, as they look for ways to make a difference
in their world. Levine and Jeanette Cureton explore what shaped this change and how those who deal with
students on a daily basis can use the change to enrich the college experience. The book examines how students
come to grips with the challenges of politics, academics, and personal relationships on campus and draws
implications for their futures. Levine and Cureton base their findings on research carried out in the same manner
as in Levine's landmark study. The data they present give those who deal with students on a daily basis the
information and tools they need to help those students chart a meaningful course through college.
Lloyd, Ken. 2007. Jerks at Work: How to Deal with People Problems and Problem People. Barnes and Noble.
You deal with them every day: the bullying boss, the underachieving employee, the coworker who insults you
and then claims to be “just teasing.” Some are even worse: sexual harassers, thieves, and utter incompetents.
How can you focus on your job and advance your career while being constantly surrounded by jerks of every
description? Start by reading Jerks at Work.
In this upbeat, practical guide, you’ll discover the time-tested strategies, tactics, and coping mechanisms you
need to deal with all of the classic work-jerk types, from screamers and impractical jokers to egomaniacs,
complainers, and non-stop talkers. You’ll also find state-of-the-art approaches for handling the newest breeds of
jerk: the cell-phone slacker, e-mail idiot, and those appallingly imaginative individuals who seem bent on
discovering new and outrageous ways to may your work-life a misery.
At other times the jerk in question is not an individual at all, but an entire department or organization. The book
supplies extremely helpful tips on surviving a dysfunctional corporate culture and, if necessary, separating from
it without endangering your future.
Drawn from actual emails and letters sent to workplace columnist Dr. Ken Lloyd by bewildered employees and
bosses across America, Jerks at Work is the resource you need to take control of your work environment and
start looking forward to going there every day.
Mankin, Donald A., Susan G. Cohen, and Tora K. Bikson (1996). Teams and Technology: Fulfilling the Promise of
the New Organization. Boston: Harvard Business School Press.
Teams and Technology is intended for managers who are responsible for improving team and organizational
performance. The authors set out a framework explaining how to design and implement team, technological
and organizational change by developing new information systems that support collaborative work and build
teams that take advantage of technological potential. It provides specific recommendations on how to manage
collaborations involving diverse stakeholders.
Maxwell, John C. 1995. Developing the Leaders Around You. Nashville, Tennessee: Thomas Nelson Publishers.
In this bestseller, John Maxwell examines the differences between leadership styles, outlines principles for
inspiring, motivating, and influencing others. These principles can be used in any organization to foster integrity
and self discipline and bring a positive change. Developing the Leader Within You also allows readers to
examine how to be effective in the highest calling of leadership by understanding the five characteristics that set
"leader managers" apart from "run-of-the-mill managers". In this Maxwell classic, he shows readers how to
develop the vision, value, influence, and motivation required of successful leaders.
McKenna, Patrick J. and David H. Maister. 2002. First Among Equals: How to Manage a Group of Professionals.
New York: Free Press.
Organizations are more successful when they mold highly talented individuals into a cohesive group. But most
talented people especially professionals hate to be managed. How to resolve this tension is the subject of this
tightly focused, effective book by consultants McKenna (Herding Cats) and Maister (Practice What You
Preach). Recognizing that all groups of professionals are different, the authors don't set off to create sweeping
rules. Rather, they divide the task of leading groups of professionals into three parts what one must accomplish
as the leader; how one wants to interact with individual members of the group; and how one wants to deal with
the group as a whole and then offer concrete suggestions. A big part of this book's appeal is the authors' inherent
understanding of how professionals resist overtly and otherwise being managed. Not surprisingly, McKenna
and Maister spend a great deal of time explaining strategies for getting colleagues to agree to being led. They
15
are particularly effective in outlining approaches for dealing with talented prima donnas (e.g., "listen to the
individual's reasons for this behavior" and "inform the individual how improved behavior will improve his or
her career"). This is a valuable resource for anyone in the position of trying to manage someone who was and
still is, to a large extent a peer. (Apr. 9) Copyright 2001 Cahners Business Information.
Mestenhauser, Josef A., Gayland, M. & Steglitz, I. 1988. Culture, Learning and The Disciplines: Theory and
Practice in Cross-Cultural Orientation. Washington, D.C.: NAFSA.
Mitroff, Ian I. and Gus Anagnos. 2001. Managing Crises Before They Happen. New York: American Management
Corporation.
Reveals specific features of corporate culture that enable crises to erupt and flourish, offers practical advice and
philosophical insights, and provides a framework for controlling and containing damage. Emphasizes proactive
measures, and presents a model that explains detection of warning signals and the role of key factors such as
stakeholders and risks. Tells how to prepare a robust crisis portfolio containing advance preparations, and how
to construct a "worst case scenario." Mitroff teaches business at the University of Southern California.
Annotation c. Book News, Inc., Portland, OR (booknews.com)
Murphy, Emmett C. 1996. Leadership IQ: A Personal Development Process Based on a Scientific Study of a New
Generation of Leaders. New York: John Wiley & Sons.
This book is designed to help readers improve themselves as leaders by identifying the characteristics and
talents of outstanding leaders. In Murphy’s view, leadership is a form of intelligence. Based on research at his
consulting firm (E.C. Murphy, Ltd.) of leaders at various business, healthcare, government, and public service
organizations in the U.S., Canada, Mexico, and Asia, he has identified leaders with high “Leadership IQ” or
“workleaders,” that have mastered 8 critical roles: selecting the right people, connecting them to the right cause,
solving problems that arise, evaluating progress toward objectives, negotiating resolutions to conflicts, healing
the wounds inflicted by change, protecting their cultures from perils of crisis, and synergizing all stakeholders
in a way that enables them to achieve together. Each chapter illustrates a single role with various scripts and
scenarios and shows how it is guided by 7 principles: 1) Be an achiever; 2) Be pragmatic; 3) Practice strategic
humility; 4) Be customer-focused; 5) Be committed; 6) Learn to be an optimist; 7) Accept responsibility. This
book also contains the “Leadership IQ Self-Assessment (LIQ)” in the appendix, which measures one’s
understanding of the key competencies required for a high Leadership IQ.
Pearce, Terry. 2003. Leading Out Loud: Inspiring Change Through Authentic Communication. Rev. ed. San
Francisco: Jossey-Bass.
This book focuses on methods of giving a speech that inspires others to support a cause or embrace change. Part
one examines the changing context of leadership, discovering one’s vision and values through personal selfreflection, developing one’s voice by taking a stand on an issue and disciplining one’s voice for clarity by
writing, and developing one’s communication style while managing one’s emotions. Part two covers techniques
for effective speaking (e.g., use of metaphors and images to make messages meaningful and memorable) and
other important elements of a speech (e.g., establishing credibility for a cause and building trust, creating a
shared context, declaring and describing the future, concluding one’s message with a commitment to act, and
responding authentically to questions from the audience).
Peters, Thomas J. & Waterman, Jr., R.H. 1984. In Search of Excellence: Lessons from America's Best-Run
Companies. New York: Warner Books.
The "Greatest Business Book of All Time" (Bloomsbury UK), In Search of Excellence has long been a musthave for the boardroom, business school, and bedside table. Based on a study of forty-three of America's bestrun companies from a diverse array of business sectors, In Search of Excellence describes eight basic principles
of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these
organizations successful.
Peterson, David and Mary Dee Hicks. 1996. Leader as Coach: Strategies for Coaching and Developing Others.
Minneapolis: Personnel Decisions.
Leader as Coach is the second part of a series of books dealing with practical approaches to personal and teambased development. The leadership approach of the authors of Leader as Coach includes five strategies for the
leader who motivates other members of the organization towards development. The authors believe that
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coaching is the most effective means to develop and strengthen the human capital within an organization.
Coaching permits the leader to channel the capacities of staff to systematically develop the skills of the team.
Since change is inevitable, since people must learn to adapt to change constantly, since people desire to evolve
and strengthen their skills, and most importantly, since human resources are where the strength of an
organization lies, the authors consider coaching the essential approach to foster leadership and to ensure the
continuity of an organization.
The authors outline five strategies that are part of the process of coaching people with tools, knowledge, and
opportunities to develop their skills: 1) forging partnerships: imparting confidence and understanding in such a
way that people will want to work with you; 2) emphasizing the importance of commitment: encouraging selfevaluation and motivation in order for people to concentrate their energies on objectives; 3) enhancing skills
and developing new skills in order to ensure that people are capable of completing tasks; 4) promoting
persistence: nurturing healthy curiosity and reinforcing discipline to ensure a continuous process of learning at
work; and 5) creating a positive environment: putting support mechanisms in place that reward progress and
remove obstacles to development.
Pink., Daniel. 2006. A Whole New Mind. Penguin.
The future belongs to a different kind of person with a different kind of mind: artists, inventors, storytellerscreative and holistic "right-brain" thinkers whose abilities mark the fault line between who gets ahead and who
doesn't. Drawing on research from around the world, Pink outlines the six fundamentally human abilities that
are absolute essentials for professional success and personal fulfillment-and reveals how to master them. A
Whole New Mind takes readers to a daring new place, and a provocative and necessary new way of thinking
about a future that's already here. (Interesting companion book to Friedman’s The World is Flat--jb).
Schein, Edgar H. 2004. Organizational and Cultural Leadership. San Francisco: Jossey-Bass.
Aimed at business professionals and students, this volume defines the concept of organizational culture and
shows its relationship to leadership. Schein (management, MIT) describes various typologies of corporate
character and culture and evaluates some tools for deciphering cultural assumptions. He then considers the
issues leaders face at different stages of organizational growth and addresses the complex question of how an
existing culture can be changed. Annotation ©2004 Book News, Inc., Portland, OR
Senge, Peter M. 1999. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations.
New York: Doubleday.
Like the Fifth Discipline Fieldbook, The Dance of Change allows you to focus on the areas where you need
help the most. The beginning is a wonderful systems-dynamic analysis of how successful change occurs, and
how it can be derailed. Even if you do not want to have a Learning Organization, you will find The Dance of
Change very valuable for giving you direction on how to achieve permanent, valuable changes.
Senge, Peter, ed. 1994. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization.
Doubleday.
Peter Senge's national bestseller, The Fifth Discipline, revolutionized the practice of management by
introducing the theory of learning organizations. Now Dr. Senge moves from the philosophical to the practical
by answering the first question all lovers of the learning organization ask: What do they do on Monday
morning? The Fieldbook is an intensely pragmatic guide. It shows how to create an organization of learners
where memories are brought to life, where collaboration is the lifeblood of every endeavor, and where the tough
questions are fearlessly asked. The stories here show that companies, businesses, schools, agencies, and even
communities can undo their "learning disabilities" and achieve superior performance.
Spears, Larry C. and Michael Lawrence. 2004. Practicing Servant Leadership: Succeeding Through Trust, Bravery,
and Forgiveness. San Francisco: Jossey-Bass.
Practicing Servant-Leadership brings together a group of exceptional thinkers who offer a compendium of
thought on the topic of bringing servant-leadership into the daily lives of leaders. Each contributor focuses on
his or her area of expertise, exploring how servant-leadership works in the real world, using examples from a
variety of organizations such as businesses, nonprofits, churches, schools, foundations, and leadership
organizations. Highlights of the book’s twelve essays include: How the idealistic vision of the servant as leader
works even in the competitive world of business. Encouraging leaders to begin by looking at what they
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themselves want to become and then to bring this knowledge into their daily leadership. How the principles of
servant-leadership can enhance our understanding and practice of philanthropy. Examining the board
chairperson’s especially vital role as a servant-leader. Revealing the important role that religious congregations
and seminaries can play in helping to hold organizations in trust around the exercise of their power and
prerogative. Exploring what leaders learn from being followers
Those new to servant-leadership will find Practicing Servant-Leadership a practical guide to the model, and
those already familiar with the model will find new practical application and inspiration.
Stone, Douglas, Patton, B., & Heen, S. 1999. Difficult Conversations: How to Discuss What Matters Most. New
York: Penguin.
Stone and his coauthors, teachers at Harvard Law School and the Harvard Negotiation Project, present an
informative, practical guide to the art of handling difficult conversations--e.g., firing an employee, ending a
relationship, or discussing marital conflicts. The information is based on 15 years of research and thousands of
personal interviews. The authors define a difficult conversation as "anything you find it hard to talk about."
Each chapter recommends step-by-step techniques that can lead to a more constructive approach for dealing
with distressing interactions, so that a difficult conversation can become a learning conversation. Examples of
right and wrong conversations from everyday life are used throughout the book, which is extremely well
organized and easy to follow. This will be appreciated by readers who wish to improve oral communication in
all aspects of their daily lives. Recommended for self-help collections in public and academic libraries.-Elizabeth Goeters, Georgia Perimeter Coll., Dunwoody
Storti, Craig. 2004. Americans at Work: A Cultural Guide to the Can-Do People. Yarmouth, ME: Intercultural
Press.
Storti, a Washington D.C.-based intercultural communications consultant, readily admits that he is making
generalizations about American workers and their behavior. In doing so, he hopes to ease some of the inevitable
conflicts by educating non-American managers and project leaders about what they can expect from American
employees. The bulk of the book provides a broad overview of American workplace ethics and behavior. The
last section explains details such as e-mail and telephone etiquette, greetings and leave-takings, going to lunch,
and giving feedback. Annotation ©2004 Book News, Inc., Portland, OR
Zigarmi, Drea, Ken Blanchard, Michael O’Connor, and Carl Edeburn. 2005. The Leader Within. Upper Saddle
River, NJ: Pearson Prentice Hall.
Become the leader you've always wanted to be: Understand how you behave at your key 'moments of
influence.’ Reinvent your approach for better results -- and happier people. Build more effective teams and
organizations, without compromising your values.
Other Approaches to Leadership:
Ambrose, Stephen E. Eisenhower: Soldier and President. New York: Touchstone, 1990.
Cleary, Thomas. Zen Lessons in the Art of Leadership. Boston: Shambhala Press, 2004.
Diffenderffer, Bill. The Samurai Leader. Naperville, IL: Sourcebooks, Inc., 2005.
Harari, Oren. The Powell Principles: 24 Lessons From Colin Powell, Battle-Proven Leader. New York: McGrawHill, 2005.
Kaltman, Al. Cigars, Whiskey & Winning Leadership Lessons from General Ulysses S. Grant. Paramus, NJ:
Prentice Hall Press, 1998.
Phillips, Donald T. Lincoln on Leadership. New York: Warner Books, 1992.
Phillips, Donald T. The Founding Fathers on Leadership. New York: Warner Books, 1997.
Roberts, Wess. Leadership Secrets of Attila the Hun. New York: Warner Books, 1985, 1987.
Barefott, Coy. Thomas Jefferson on Leadership. New York: Plume, 2002.
Hesselbein, Francis and Eric K. Shinseki. Be-Know-Do: Leadership the Army Way. San Francisco: Jossey-Bass,
2004.
Kolenda, Christopher. Leadership: The Warrior’s Art. Carlisle, PA: The Army War College Foundation Press,
2001.
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Lombardi, Vince Jr. The Lombardi Rules. New York: McGraw Hill, 2005.
Luvaas, Jay. Napoleon on the Art of War. New York: The Free Press, 1999.
Machiavelli, Niccolo. The Prince. London: Penguin Books, 1999.
McAlpine, Alistair. The New Machiavelli. New York: John Wiley & Sons, Inc., 2000.
McNeilly, Mark. Sun Tzu and the Art of Business. Oxford: Oxford University Press, 1996.
Sun-tzu (translated by John Monford). The Art of War. New York: Viking, 2002.
Whitney, John O. and Tina Packer. Power Plays: Shakespeare’s Lessons in Leadership and Management. New
York: Simon & Schuster, 2000.
This annotated bibliography is based in part on the “Leadership Bibliography” of David B. Austell/November 2006.
Annotations taken from publisher Web sites and Barnesandnoble.com.
Compiled by J. Brockington, Kalamazoo College.
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