Academic Leadership & Management: Home
Leadership Books
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The 360° leader: developing your influence from anywhere in the organization by
ISBN: 9781400203598Publication Date: 2011-10-17Dr. Maxwell, one of the globe's most trusted leadership mentors, debunks the myths, shows you how to overcome the challenges, and teaches you the skills you need to become a 360° leader. If you have found yourself trying to lead from the middle of the organization, as the vast majority of professionals do, then you need Maxwell's insights. You have a unique opportunity to exercise influence in all directions--up (to the boss), across (among your peers), and down (to those you lead). The good news is that your influence is greater than you know. Practice the disciplines of 360° leadership and the opportunities will be endless . . . for your organization, for your career, and for your life. -
Chairing an Academic Department by
ISBN: 9781891859526Publication Date: 2004-01-01Full of practical advice and examples, this useful guide describes the four key functions of a successful departmental chair: recruiting and developing the faculty; managing the department's resources; leading the department; and maintaining the dual role of scholar and manager. -
Crucial Confrontations by
Call Number: HM1121 .C78 2005ISBN: 9780071446525Publication Date: 2004-08-26The authors of the New York Times bestseller Crucial Conversations show you how to achieve personal, team, and organizational success by healing broken promises, resolving violated expectations, and influencing bad behavior. Crucial Confrontations borrows from twenty years of research involving two groups. More than 25,000 people helped the authors identify those who were most influential during crucial confrontations. They spent 10,000 hours watching these people, documented what they saw, and then trained and tested with more than 300,000 people. Second, they measured the impact of crucial confrontations improvements on organizational and team performance-the results were immediate and sustainable: twenty to fifty percent improvements in measurable performance. -
Crucial Conversations by
Call Number: BF637 .C45 C78 2002ISBN: 9780071775304Publication Date: 2011-09-07The authors have revised their bestselling classic to provide even more ways to help you take the lead in any tough conversation: New firsthand accounts of how these skills changed readers' lives New case studies showing how business leaders successfully applied these methods to achieve results New links to videos teaching what to do and what to avoid during crucial conversations New research findings offering fresh insights for applying the skills taught in the book Crucial Conversations is filled with practical advice you can start using today: Prepare for high-stakes conversations, Make it safe to talk about almost anything, Transform unpleasant emotions into powerful dialogue Be persuasive, not abrasive. Crucial Conversations gets you past the hard parts of dialogue and helps you achieve relationships that are real, productive, and that will enrich your life and career. -
Derailed by
Call Number: HD57.7 .I79 2009ISBN: 9781595552747Publication Date: 2009-11-03Derailed chronicles the collapse of six high-profile CEOs and the factors that drove their downfalls, finding that derailment actually happens long before the crash and can be avoided. -
The Five Dysfunctions of a Team by
Call Number: HD66 .L456 2002ISBN: 9780787960759Publication Date: 2002-04-11This unusual, instructive and entertaining fable shines light on dysfunctional teams. Bestselling business author and screenwriter Lencioni weaves a fictional story of the highly capable Kathryn Petersen who has an amazing capacity for building teams. Kathryn becomes the CEO of a struggling, high-profile company with an exceptionally dysfunctional executive team. -
Leadership in Organizations by
ISBN: 0130323128Publication Date: 2001-06-07Written for undergraduate and graduate-level courses in leadership or managerial effectiveness, this text provides a survey of the major theories and research in formal organizations with practical suggestions for improving leadership skills. -
The Leadership Moment by
Call Number: HM141 .U83 1998ISBN: 9780812932300Publication Date: 1999-11-02Are you ready for the leadership moment? Merck's Roy Vagelos commits millions of dollars to develop a drug needed only by people who can't afford it · Eugene Kranz struggles to bring the Apollo 13 astronauts home after an explosion rips through their spacecraft · Arlene Blum organizes the first women's ascent of one of the world's most dangerous mountains · Joshua Lawrence Chamberlain leads his tattered troops into a pivotal Civil War battle at Little Round Top · John Gutfreund loses Salomon Brothers when his inattention to a trading scandal almost topples the Wall Street giant · Clifton Wharton restructures a $50 billion pension system direly out of touch with its customers · Alfredo Cristiani transforms El Salvador's decade-long civil war into a negotiated settlement · Nancy Barry leads Women's World Banking in the fight against Third World poverty · Wagner Dodge faces the decision of a lifetime as a fast-moving forest fire overtakes his firefighting crew -
Radical Candor by
ISBN: 9781250103505Publication Date: 2017-03-14Radical Candor is a simple idea: to be a good boss, you have to Care Personally at the same time that you Challenge Directly. When you challenge without caring it's obnoxious aggression; when you care without challenging it's ruinous empathy. When you do neither it's manipulative insincerity. This simple framework can help you build better relationships at work, and fulfill your three key responsibilities as a leader: creating a culture of feedback (praise and criticism), building a cohesive team, and achieving results you're all proud of. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Taken from years of the author's experience, and distilled clearly giving actionable lessons to the reader; it shows managers how to be successful while retaining their humanity, finding meaning in their job, and creating an environment where people both love their work and their colleagues. -
Switch by
Call Number: BF 335 H437 2010ISBN: 9780385528757Publication Date: 2010-02-16In a compelling, story-driven narrative, the Heaths bring together decades of counter-intuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.
Journal Articles
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Building Your Company's VisionCollins, James C., and Jerry I. Porras (1965) Harvard Business Review, 74: 65-77.
Business practices and actives are constantly adapting, but companies that have core purposes and core values usually enjoy continuing success and outperform the stock market. A company's core values make up its basic beliefs, while the core purpose constitutes the company's reason for existing. Perhaps the primary goal of executives is the creation of company alignment, but in order to effectively establish such an alignment it first becomes necessary to mold the company vision into a proper context. -
Decoding Resistance to ChangeFord, Jeffrey D. and Laurie W. Ford (2009) Harvard Business Review, 87: 99-103
When a change initiative falters, the knee-jerk response can be to blame those who won't get on board. Jeffrey Ford, of the Ohio State University, and Laurie Ford, of Critical Path Consultants, examine why that type of reaction is not only pointless but potentially destructive. Drawing on their years of research and consulting work, the authors recommend seeing resistance for what it really is -- feedback -- and propose five ways for leaders to use that feedback to effect change more productively. -
Developmental Sequence in Small GroupsTuckman, Bruce W. (1965) Psychological Bulletin, 65: 384-399.
50 articles dealing with stages of group development over time are separated by group setting: therapy-group studies, T-group studies, and natural- and laboratory-group studies. The stages identified in these articles are separated into those descriptive of social or interpersonal group activities and those descriptive of group-task activities. 4 general stages of development are proposed, and the review consists of fitting the stages identified in the literature to those proposed. In the social realm, these stages in the developmental sequence are testing-dependence, conflict, cohesion, and functional roles. In the task realm, they are orientation, emotionality, relevant opinion exchange, and the emergence of solutions. There is a good fit between observed stages and the proposed model. (62 ref.) (PsycINFO Database Record (c) 2016 APA, all rights reserved) -
Harnessing the Science of PersuasionCialdini, RB (2001) Harvard Business Review, 79: 72-79
If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader's essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic and the eloquent Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. By mastering these principles-and, the author stresses, using them judiciously and ethically-executives can learn the elusive art of capturing an audience, swaying the undecided, and converting the opposition. -
Leading Change: Why Transformation Efforts FailKotter, John P. (1995) Harvard Business Review, 79: 56+
Many companies have tried to transform themselves in order to meet a more competitive market environment, but most of the transformation efforts have been less than a total success. A study of the companies that have been successful indicates that the transformation process entails a number of phases and that the elimination of any of these phases may harm the entire process. In addition, mistakes made during the transformation can reverse the process. These, and eight other transformation steps, are discussed.