About the Editor.
About the Contributors.
Foreword by Ronald A. Heifetz.
Introduction and acknowledgments BY Joan V. Gallos.
PART I: FRAMING THE ISSUES: WHAT IS LEADERSHIP?
Chapter 1: What Leaders Really Do (John P. Kotter).
Chapter 2: Primal Leadership: The Hidden Power of Emotional Intelligence (Daniel Goleman, Richard Boyatzis, and Annie McKee).
Chapter 3: The Five Practices of Exemplary Leadership (James Kouzes and Barry Posner).
Chapter 4. Reframing Leadership (Lee G. Bolman and Terrence E. Deal).
Chapter 5: When Leadership is an Organizational Trait (James O'Toole).
PART II: BECOMING A LEADER, PREPARING FOR THE OPPORTUNITIES
Chapter 6: The Seven Ages of the Leader (Warren Bennis).
Chapter 7: The Traces of Talent (Marcus Buckingham and Donald O. Clifton).
Chapter 8: Leadership is Authenticity, Not Style (Bill George).
Chapter 9: Level 5 Leadership: The Triumph of Humility and Fierce Resolve (Jim Collins).
Chapter 10: Thinking Gray and Free (Steven B. Sample).
Chapter 11: Enhancing the Psycho-Spiritual Development of Leaders: Lessons from Leadership Journeys in Asia (Philip Mirvis and Karen Ayas).
Chapter 12: Moments of Greatness: Entering the Fundamental State of Leadership (Robert E. Quinn).
PART III: UNDERSTANDING THE TERRITORY, ANTICIPATING THE CHALLENGES
Chapter 13: Making Sense of Organizations: Leadership, Frames, and Everyday Theories of the Situation (Joan V. Gallos).
Chapter 14: Leadership and the Power of Position: Understanding Structural Dynamics in Organizational Life understanding unique features of the challenge (Michael J. Sales).
Chapter 15: The Boundaryless Organization: Rising to the Challenges of Global Leadership (Ron Ashkenas, David Ulrich, Todd Jick and Steve Kerr).
Chapter 16: Knowledge Management Involves Neither Knowledge nor Management (Marc S. Effron).
Chapter 17: The Sustainability Sweet Spot: Where Profit Meets the Common Good (Andrew W. Savitz and Karl Weber).
Chapter 18: Leading Geeks: Technology and Leadership (Paul Glen).
Chapter 19: Leading in Black and White: Working Effectively Across the Racial Divide (Ancella B. Livers and Keith A. Caver).
Chapter 20: Managing Middlescence (Robert Morison, Tamara Erickson, and Ken Dychtwald).
PART IV: MAKING IT HAPPEN
Chapter 21: The First 90 Days of Leadership (Michael Watkins).
Chapter 22: What is Our Mission (Peter F. Drucker)?
Chapter 23: The Power and Creativity of a Transforming Vision (James MacGregor Burns).
Chapter 24: Finding the Right Vision (Burt Nanus).
Chapter 25: Developing Strategy: The Serious Business of Play staying on track (Heracleous and Jacobs).
Chapter 26: Navigating the Political Terrain (Lee G. Bolman and Terrence E. Deal).
Chapter 27: Want Collaboration? Accept B and Actively Manage B Conflict (Jeff Weiss and Jonathan Hughes).
Chapter 28: Creating and Managing Culture: The Essence of Leadership (Edgar H. Schein).
Chapter 29: Leading Change: Why Transformation Efforts Fail (John P. Kotter).
Chapter 30: Leading at the Enterprise Level (Douglas A. Ready).
Chapter 31: Execution: The Gap Nobody Knows avoiding the pitfalls (Larry Bossidy, Ram Charan and Charles Burck).
Chapter 3: The Leader as Toxin Handler: Organizational Hero and Casualty (Peter Frost and Sandra Robinson).
Chapter 33: Bad Leadership B and Ways to Avoid It (Barbara Kellerman).
Chapter 34: Good or Not Bad: Standards and Ethics in Managing Change (Kim Cameron).
PART V: SUSTAINING THE LEADER
Chapter 35: A Survival Guide for Leaders (Ronald A. Heifetz and Marty Linsky).
Chapter 36: Preserving Integrity, Profitability, and Soul (David Batstone).
Chapter 37: Learning for Leadership: Failure as a Second Chance (David L. Dotlich, James L. Noel, and Norman Walker).
Chapter 38: Nourishing the Soul of the Leader (Andre Delbecq).
Chapter 39: Resilience and the Crucible of Leadership (Warren G. Bennis and Robert J. Thomas).
Chapter 40. Choose Hope: On Creating a Hopeful Future (Andrew J. Razeghi).
Index.
