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Business Leadership: A Jossey-Bass Reader, 2nd Edition

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Table Of Contents

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).

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 32: 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).

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