How to lead

From Crossing the Sacred Sea [Cruzando el mar sagrado], 13th edition, by Nathan A. Strait

  1. (2017) The compassionate achiever: how helping others fuels success [i]
  2. (2017) The magnetic leader: how irresistible leaders attract employees, customers, and profits [i]
  3. (2017) Find your why: a practical guide for discovering purpose for you and your team [i]
  4. (2017) Leading and managing in the social sector: strategies for advancing human dignity and social justice [i] [d]
  5. (2016) The first two rules of leadership: don't be stupid, don't be a jerk [i]
  6. (2016) An introduction to consulting psychology: working with individuals, groups, and organizations [i]
  7. (2016) Imagine there are no leaders: reframing leadership as collaborative agency [d]
  8. (2016) Think simple: how smart leaders defeat complexity [i]
  9. (2015) Simple habits for complex times: powerful practices for leaders [i]
  10. (2015) Leadership and ethics [i]
  11. (2015) Leadership development: an outcome-oriented review based on time and levels of analyses [d]
  12. (2015) Change competence: implementing effective change [i]
  13. (2015) The dark side of personality and extreme leader behavior [d]
  14. (2015) Return on character: the real reason leaders and their companies win [i]
  15. (2015) Strategic intelligence: conceptual tools for leading change [i] [d]
  16. (2015) How leaders mentor others to be leaders—or don't [i]
  17. (2015) The positive organization: breaking free from conventional cultures, constraints, and beliefs [i]
  18. (2015) Leading to learn [d]
  19. (2015) Lead more, control less: eight advanced leadership skills that overturn convention [i]
  20. (2014) Peer-to-peer leadership: why the network is the leader [i]
  21. (2014) The power of noticing: what the best leaders see [i]
  22. (2014) Tracking managerial conflict adaptivity: introducing a dynamic measure of adaptive conflict management in organizations [d]
  23. (2014) Training tomorrow's global health leaders: applying a transtheoretical model to identify behavior change stages within an intervention for health leadership development [p] [d]
  24. (2014) The leadership shadow: how to recognize and avoid derailment, hubris and overdrive [i]
  25. (2014) Give them what they want or give them what they need?: ideology in the study of leadership [d]
  26. (2014) Authentic governance: aligning personal governance with corporate governance [i] [d]
  27. (2014) Leader interpersonal and influence skills: the soft skills of leadership [i]
  28. (2014) Leaders eat last: why some teams pull together and others don't [i]
  29. (2014) Leadership strategies for women: lessons from four queens for leadership and career development [i] [d]
  30. (2014) Adding dynamics to a static theory: how leader traits evolve and how they are expressed [d]
  31. (2013) Leadership, violence, and school climate: case studies in creating nonviolent schools [i]
  32. (2013) The proactive leader: how to overcome procrastination and be a bold decision-maker [i] [d]
  33. (2013) Psychotherapy and relationship-based change: it's about leadership [d]
  34. (2013) Developing the leader as coach: insights, strategies and tips for embedding coaching skills in the workplace [d]
  35. (2013) The psychological and neurological bases of leader self-complexity and effects on adaptive decision-making [d]
  36. (2013) A taxonomy of event-level dimensions: implications for understanding leadership processes, behavior, and performance [d]
  37. (2013) What is Mandela's secret? [u]
  38. (2013) Leading from the emerging future: from ego-system to eco-system economies [i]
  39. (2013) Visual leaders: new tools for visioning, management, & organization change [i]
  40. (2013) The servant identity: influences on the cognition and behavior of servant leaders [d]
  41. (2013) Reciprocal interactions between group perceptions of leader charisma and group mood through mood contagion [d]
  42. (2013) Action inquiry and the Boston Marathon bombings: unilateral vs. mutual power [u]
  43. (2013) Learning to lead: a comparison of developmental events and learning among managers in China, India and the United States [d]
  44. (2012) Can leadership development act as a rural poverty alleviation strategy? [d]
  45. (2012) Changing on the job: developing leaders for a complex world [i]
  46. (2012) Daring greatly: how the courage to be vulnerable transforms the way we live, love, parent, and lead [i]
  47. (2012) Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance [d]
  48. (2012) A future for Amazonia: Randy Borman and Cofán environmental politics [i]
  49. (2012) The topology of collective leadership [d]
  50. (2012) Building leadership capacity amongst young Anishinaabe-Kwe through culturally-based activities and creative arts [u]
  51. (2012) Only human: exploring the nature of weakness in authentic leadership [d]
  52. (2012) Implications of dispositional and process views of traits for individual difference research in leadership [d]
  53. (2012) Re-thinking ethical leadership: an interdisciplinary integrative approach [d]
  54. (2012) Betrayal: an inevitable part of leadership? [d]
  55. (2012) Cognitive adaptability and an entrepreneurial task: the role of metacognitive ability and feedback [d]
  56. (2012) The how and the what of leadership [d]
  57. (2012) Does valuing androgyny and femininity lead to a female advantage?: the relationship between gender-role, transformational leadership and identification [d]
  58. (2012) Building capacity for environmental engagement and leadership: an ecosocial work perspective [d]
  59. (2012) Do nothing!: how to stop overmanaging and become a great leader [i]
  60. (2012) Developing interdependent leadership [i]
  61. (2012) The emergence of male leadership in competitive environments [d]
  62. (2012) Transformative political leadership: making a difference in the developing world [i]
  63. (2012) Leader power and self-serving behavior: the moderating role of accountability [d]
  64. (2012) Embedding ethical leadership within and across organization levels [d]
  65. (2012) Everyone leads: building leadership from the community up [i]
  66. (2012) The handbook for teaching leadership: knowing, doing, and being [i]
  67. (2012) The value of virtue in the upper echelons: a multisource examination of executive character strengths and performance [d]
  68. (2012) The importance of attributional complexity for transformational leadership studies [d]
  69. (2012) Civic capacity: building on transformational leadership to explain successful integrative public leadership [d]
  70. (2012) Leadership and emotion management for complex tasks: different emotions, different strategies [d]
  71. (2012) Leaders' conceptions of followers: implications for naturally occurring Pygmalion effects [d]
  72. (2012) Understanding indigenous leadership research: explication and Chinese examples [d]
  73. (2011) Can charisma be taught?: tests of two interventions [d]
  74. (2011) Do educated leaders matter? [d]
  75. (2011) Leadership and conservation effectiveness: finding a better way to lead [d]
  76. (2011) Leadership takes time: some implications of (not) taking time seriously in leadership research [d]
  77. (2011) Creating personal presence: look, talk, think, and act like a leader [i]
  78. (2011) Transforming leaders into progress makers: leadership for the 21st century [i]
  79. (2011) Touchpoints: creating powerful leadership connections in the smallest of moments [i]
  80. (2011) The dynamics of warmth and competence judgments, and their outcomes in organizations [d]
  81. (2011) Longitudinal tests of an integrative model of leader development: charting and understanding developmental trajectories [d]
  82. (2011) Leadership skills across organizational levels: a closer examination [d]
  83. (2011) Developing executive leaders: the relative contribution of cognitive ability, personality, and the accumulation of work experience in predicting strategic thinking competency [d]
  84. (2011) Leadership coaching? No thanks, I'm not worthy
  85. (2011) Selecting your inflation targeters: background and performance of monetary policy committee members [d]
  86. (2011) Organizational resistance to destructive narcissistic behavior [d]
  87. (2011) Leadership and collective requisite complexity [d]
  88. (2011) Leader development and the dark side of personality [d]
  89. (2011) Great man or great myth?: a quantitative review of the relationship between individual differences and leader effectiveness [d]
  90. (2011) The moralities of obligation and aspiration: towards a concept of exemplary military ethics and leadership [d]
  91. (2011) Strengths, strengths overused, and lopsided leadership [d]
  92. (2011) Personality, leader behavior, and overdoing it [d]
  93. (2011) Leadership and knowledge: symbolic, connectionist, and embodied perspectives [d]
  94. (2011) Why leaders lie: the truth about lying in international politics [i]
  95. (2011) Leadership—what really matters: a handbook on systemic leadership [i] [d]
  96. (2011) Teaching implicit leadership theories to develop leaders and leadership: how and why it can make a difference [d]
  97. (2011) Exploring the developmental potential of leader–follower interactions: a constructive-developmental approach [d]
  98. (2010) Monk, architect, diplomat: three types of leadership are needed to build a successful organization [u]
  99. (2010) Organizational traps: leadership, culture, organizational design [i]
  100. (2010) The art of leadership and its fine art shadow [d]
  101. (2010) Preventing prisoner abuse: leadership lessons of Abu Ghraib [d]
  102. (2010) The influence of adult attachment styles on workers' preferences for relational leadership behaviors [d]
  103. (2010) Fostering integrative community leadership [d]
  104. (2010) Propensity for self-development of leadership attributes: understanding, predicting, and supporting performance of leader self-development [d]
  105. (2010) Extraordinary leadership: addressing the gaps in senior executive development [i]
  106. (2010) Being there: why leaders should not 'fiddle' while Rome burns [d]
  107. (2010) Leadership, not leaders: on the study of leadership as practices and interactions [d]
  108. (2010) The difficulties of learning from experience and the need for deliberate practice [d]
  109. (2010) Learning agility: a construct whose time has come [d]
  110. (2010) The leader's guide to radical management: reinventing the workplace for the 21st century [i]
  111. (2010) Who will lead and who will follow?: a social process of leadership identity construction in organizations [u]
  112. (2010) Exploring the link between integrated leadership and public sector performance [d]
  113. (2010) Meta-action research on a leadership development program: a process model for life-long learning [d]
  114. (2010) Increasing leadership integrity through mind training and embodied learning [d]
  115. (2010) Finding our story: narrative leadership and congregational change [i]
  116. (2010) Leader vision and the development of adaptive and proactive performance: a longitudinal study [d]
  117. (2010) Leader empowering behaviour: the leader's perspective [d]
  118. (2010) Social network analysis and the evaluation of leadership networks [d]
  119. (2010) Assessing flexible leadership as a mastery of opposites [d]
  120. (2010) Toward a positive psychology for leaders [i] [d]
  121. (2010) Rethinking leadership: a new look at old leadership questions [i]
  122. (2010) Governments demand compliance, ethics demands leadership [d]
  123. (2010) Place-based narratives: an entry point for ministry to the soul of a community [i]
  124. (2010) Strategic information provision and experiential variety as tools for developing adaptive leadership skills [d]
  125. (2010) Lessons in spiritual leadership from Kenyan women [d]
  126. (2010) Building bridges from the margins: the work of leadership in social change organizations [d]
  127. (2010) The power of positive deviance: how unlikely innovators solve the world's toughest problems [i] [u]
  128. (2010) Use job descriptions to support leadership [d]
  129. (2010) Defining respectful leadership: what it is, how it can be measured, and another glimpse at what it is related to [d]
  130. (2010) The leaderful fieldbook: strategies and activities for developing leadership in everyone [i]
  131. (2010) The role of developmental social networks in effective leader self-learning processes [i]
  132. (2010) Nonprofit finance for hard times: leadership strategies when economies falter [i]
  133. (2010) 'Physicians to a dying planet': Helen Caldicott, Randall Forsberg, and the anti-nuclear weapons movement of the early 1980s [d]
  134. (2010) Science education leadership: best practices for the new century [i]
  135. (2010) Self-management and leadership development [i]
  136. (2010) Leading public sector networks: an empirical examination of integrative leadership behaviors [d]
  137. (2010) Leadership as art: leaders coming to their senses [d]
  138. (2010) Facilitator, teacher, or leader?: managing conflicting roles in outdoor education [d]
  139. (2010) Why flexible and adaptive leadership is essential [d]
  140. (2009) Getting it done: a guide for government executives [i]
  141. (2009) Leadership and adult development theories: overviews and overlaps
  142. (2009) Early life experiences as determinants of leadership role occupancy: the importance of parental influence and rule breaking behavior [d]
  143. (2009) Sustain organizational performance through continuous learning, change and realignment [i] [d]
  144. (2009) The accomplishment of authority through presentification: how authority is distributed among and negotiated by organizational members [d]
  145. (2009) The challenge of leading on unstable ground: triggers that activate social identity faultlines [d]
  146. (2009) Developing senior technical leaders at the National Security Agency [d]
  147. (2009) Social distance as a moderator of the effects of transformational leadership: both neutralizer and enhancer [d]
  148. (2009) Foster trust through ability, benevolence, and integrity [i] [d]
  149. (2009) The philosopher leader: on relationalism, ethics and reflexivity: a critical perspective to teaching leadership [d]
  150. (2009) An integrative approach to leader development: connecting adult development, identity, and expertise [i]
  151. (2009) Leading adult learning: supporting adult development in our schools [i]
  152. (2009) The impact of political leaders' profession and education on reforms [d]
  153. (2009) If we can put a man on the moon: getting big things done in government [i]
  154. (2009) Leaders forging values-based change: partnership power for the 21st century [d]
  155. (2009) When the boss feels inadequate: power, incompetence, and aggression [d]
  156. (2009) Social influence in military leadership training [d]
  157. (2009) Strategic leadership: the general's art [i]
  158. (2009) Foster team effectiveness by fulfilling key leadership functions [i] [d]
  159. (2009) The practice of adaptive leadership: tools and tactics for changing your organization and the world [i]
  160. (2009) Women's leadership and participation: case studies on learning for action [i]
  161. (2009) Personality theory and positive psychology: strategic self-awareness [i]
  162. (2009) The perils of accentuating the positive [i]
  163. (2009) Leadership: a new frontier in conservation science [d]
  164. (2009) Transforming your leadership culture [i]
  165. (2009) The Jossey-Bass reader on nonprofit and public leadership [i]
  166. (2009) Crossing the divide: intergroup leadership in a world of difference [i]
  167. (2009) Know what you don't know: how great leaders prevent problems before they happen [i]
  168. (2009) Enhancing community leadership negotiation skills to build civic capacity [d]
  169. (2009) Making governance networks effective and democratic through metagovernance [d]
  170. (2009) Personality and leadership developmental levels as predictors of leader performance [d]
  171. (2009) Power and interdependence in organizations [i] [d]
  172. (2009) High altitude leadership: what the world's most forbidding peaks teach us about success [i]
  173. (2009) Your next move: the leader's guide to navigating major career transitions [i]
  174. (2009) Real time leadership development [i]
  175. (2008) Developmental readiness: accelerating leader development [d]
  176. (2008) Leading with kindness: how good people consistently get superior results [i]
  177. (2008) Developing leadership talent [i]
  178. (2008) Leaders, followers, and time [d]
  179. (2008) Positive leadership: strategies for extraordinary performance [i]
  180. (2008) Leadership as practice: challenging the competency paradigm [d]
  181. (2008) The accountable leader: developing effective leadership through managerial accountability [i]
  182. (2008) Direction, alignment, commitment: toward a more integrative ontology of leadership [d]
  183. (2008) Quality control: why leaders need to understand personality [d]
  184. (2008) Leadership and the fate of organizations [d]
  185. (2008) Followership: how followers are creating change and changing leaders [i]
  186. (2008) The expert's edge: become the go-to authority people turn to every time [i]
  187. (2008) Absorb their uncertainty—and get your people unstuck [u]
  188. (2008) Becoming a resonant leader: develop your emotional intelligence, renew your relationships, sustain your effectiveness [i]
  189. (2008) Executive development through consciousness-raising experiences [d]
  190. (2008) Innovations in public leadership development [i]
  191. (2008) Wave rider: leadership for high performance in a self-organizing world [i]
  192. (2008) Systemic leadership and the emergence of ethical responsiveness [d]
  193. (2008) Dances of leadership: bridging theory and practice through an aesthetic approach
  194. (2008) Presidential charismatic leadership: exploring the rhetoric of social change [d]
  195. (2008) Leadership development and the characteristics/traits of ethical and effective leaders: the Delphi technique [u]
  196. (2008) What are we measuring?: convergence of leadership with interpersonal and non-interpersonal personality [d]
  197. (2007) Joining the conversation about educating our poorest children: emerging leadership roles for school counselors in high-poverty schools [d]
  198. (2007) What breaks a leader: the curvilinear relation between assertiveness and leadership [d]
  199. (2007) Psychosocial development and leader performance of military officer cadets [d]
  200. (2007) Storytelling, time, and evolution: the role of strategic leadership in complex adaptive systems [d]
  201. (2007) Know-how: the 8 skills that separate people who perform from those who don't [i]
  202. (2007) Leaders as attachment figures: leaders' attachment orientations predict leadership-related mental representations and followers' performance and mental health [d]
  203. (2007) The secret language of leadership: how leaders inspire action through narrative [i]
  204. (2007) Through the labyrinth: the truth about how women become leaders [i]
  205. (2007) Leadership, power, and positive relationships [i]
  206. (2007) Pattern and variable approaches in leadership emergence and effectiveness [d]
  207. (2007) Leadership agility: five levels of mastery for anticipating and initiating change [i]
  208. (2007) Adjusting your leadership volume [d]
  209. (2007) Women and leadership: the state of play and strategies for change [i]
  210. (2007/2016) Coach and couch: the psychology of making better leaders [i] [d]
  211. (2007) How might action learning be used to develop the emotional intelligence and leadership capacity of public administrators? [d]
  212. (2007) Work stress and leadership development: the role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control [d]
  213. (2007) How healthy is your organization?: the leader's guide to curing corporate diseases and promoting joyful cultures [i]
  214. (2007) The opposable mind: how successful leaders win through integrative thinking [i]
  215. (2007) Portrait of a transformational leader: the legacy of Dr Martin Luther King Jr [d]
  216. (2007/2016) Theory U: leading from the emerging future [i]
  217. (2007) A leader's framework for decision making [u]
  218. (2007) Leading for results: transforming teaching, learning, and relationships in schools [i]
  219. (2007) The leadership dojo: build your foundation as an exemplary leader [i]
  220. (2007) Judgment: how winning leaders make great calls [i]
  221. (2006) The arts & leadership: now that we can do anything, what will we do? [d]
  222. (2006) Questions of character: illuminating the heart of leadership through literature [i]
  223. (2006) The ties that lead: a social network approach to leadership [d]
  224. (2006) Facilitating to lead!: leadership strategies for a networked world [i]
  225. (2006) The way to develop power is to develop leaders [i]
  226. (2006) Building powerful community organizations: a personal guide to creating groups that can solve problems and change the world [i]
  227. (2006) Leadership for the common good [i]
  228. (2006) Rural leaders, rural places: problem, privilege, and possibility [u]
  229. (2006/2007) The Cofán experiment: expanding an indigenous Amazonian world
  230. (2006) The first 90 days in government: critical success strategies for new public managers at all levels [i]
  231. (2006/2012) Educational leadership: together creating ethical learning environments [i]
  232. (2006) Personality and the perception of transformational leadership: the impact of extraversion, neuroticism, personal need for structure, and occupational self-efficacy [d]
  233. (2006) Learning to lead in all domains of life [d]
  234. (2006) Leading through conflict: how successful leaders transform differences into opportunities [i]
  235. (2006/2007) Liderazgo ante la adversidad: cómo los buenos líderes transforman los conflictos en oportunidades [i]
  236. (2006) Why should anyone be led by you?: what it takes to be an authentic leader [i]
  237. (2006) The deeper work of executive development: outgrowing sensitivities [d]
  238. (2006) The versatile leader: make the most of your strengths without overdoing it [i]
  239. (2006) Executive wisdom: coaching and the emergence of virtuous leaders [i]
  240. (2006) Cut to the chase: and 99 other rules to liberate yourself and gain back the gift of time [i]
  241. (2006) Leadership and hierarchies in criminal groups: scaling degrees of leader behaviour in group robbery [d]
  242. (2006) Action learning, leadership, and organizational development in public services [i]
  243. (2006) Quiet leadership: help people think better—don't tell them what to do: six steps to transforming performance at work [i]
  244. (2006) Stories, visions, and values in voluntary organisations [i]
  245. (2006) Integrating primary health care: leading, managing, facilitating [i]
  246. (2006) The CCL handbook of coaching: a guide for the leader coach [i]
  247. (2006) Change leadership: a practical guide to transforming our schools [i]
  248. (2006) Shaping the game: the new leader's guide to effective negotiating [i]
  249. (2006) The ambiguity advantage: what great leaders are great at [i] [d]
  250. (2006) Leadership lessons from Sarah: values based leadership for everyday practice [i] [d]
  251. (2006) What's your story?: using stories to ignite performance and be more successful [i]
  252. (2005) Resonant leadership: renewing yourself and connecting with others through mindfulness, hope, and compassion [i]
  253. (2005) Time mastery: how temporal intelligence will make you a stronger, more effective leader [i]
  254. (2005) The leader's guide to storytelling: mastering the art and discipline of business narrative [i]
  255. (2005) Embracing confusion: what leaders do when they don't know what to do [d]
  256. (2005) Leading with questions: how leaders find the right solutions by knowing what to ask [i]
  257. (2005) Tough management: the 7 ways to make tough decisions easier, deliver the numbers, and grow business in good times and bad [i]
  258. (2005) You're in charge, now what?: the 8 point plan [i]
  259. (2005) Leadership can be taught: a bold approach for a complex world [i]
  260. (2005) Beloved women: nurturing the sacred fire of leadership from an American Indian perspective [d]
  261. (2005/2013) Why great leaders don't take yes for an answer: managing for conflict and consensus [i]
  262. (2005) Real leadership: helping people and organizations face their toughest challenges [i]
  263. (2005) The fallacy of misplaced leadership [d]
  264. (2004) This is war: how the politically astute achieve crimes of obedience through the use of moral disengagement [d]
  265. (2004) Leading in turbulent times: managing in the new world of work [i]
  266. (2004/2008) 100 ways to motivate others: how great leaders can produce insane results without driving people crazy [i]
  267. (2004) The 8th habit: from effectiveness to greatness [i]
  268. (2004) The big book of leadership games: quick, fun activities to improve communication, increase productivity, and bring out the best in your employees [i]
  269. (2004) Leadership passages: the personal and professional transitions that make or break a leader [i]
  270. (2004) TLC at work: training, leading, coaching all types for star performance [i]
  271. (2004) Secrets of connecting leadership and learning with humor [i]
  272. (2004) The turbulence within: how sensitivities throw off performance in executives [i]
  273. (2004) Bad leadership: what it is, how it happens, why it matters [i]
  274. (2004) From consent to mutual inquiry [d]
  275. (2004) Building the bridge as you walk on it: a guide for leading change [i]
  276. (2004) The art of winning commitment: 10 ways leaders can engage minds, hearts, and spirits [i]
  277. (2004) Action inquiry: the secret of timely and transforming leadership [i]
  278. (2003) Executive charisma [i]
  279. (2003) The five patterns of extraordinary careers: the guide for achieving success and satisfaction [i]
  280. (2003) Good business: leadership, flow, and the making of meaning [i]
  281. (2003) Why smart executives fail and what you can learn from their mistakes [i]
  282. (2003) The happy workaholic: a role model for employees [d]
  283. (2003) Leadership presence: dramatic techniques to reach out, motivate, and inspire [i]
  284. (2003) Notes on directing: 130 lessons in leadership from the director's chair [i]
  285. (2003) Management and language: the manager as a practical author [i]
  286. (2003) Creating leaderful organizations: how to bring out leadership in everyone [i]
  287. (2003) Partnering: the new face of leadership [i]
  288. (2003/2013) The first 90 days: critical success strategies for new leaders at all levels [i]
  289. (2003) Implementing a community-wide strategic plan: Rock Hill's Empowering the Vision 10 years later [d]
  290. (2002) Leading quietly: an unorthodox guide to doing the right thing [i]
  291. (2002) The young and the clueless [u]
  292. (2002) The collaborative leadership fieldbook: a guide for citizens and civic leaders [i]
  293. (2002) 78 important questions every leader should ask and answer [i]
  294. (2002) Nobody in charge: essays on the future of leadership [i]
  295. (2002) Unnatural leadership: going against intuition and experience to develop ten new leadership instincts [i]
  296. (2002) Communication for social change: an integrated model for measuring the process and its outcomes [o] [u]
  297. (2002) Reflection: self-development for the growth of identity and adaptability [i] [d]
  298. (2002) The effect of transformational and transactional leadership perceptions on feedback-seeking intentions [d]
  299. (2002) The responsibility virus: how control freaks, shrinking violets—and the rest of us—can harness the power of true partnership [i]
  300. (2002) Fitness and leadership: is there a relationship?: regular exercise correlates with higher leadership ratings in senior-level executives [d]
  301. (2002) Leading creative people: orchestrating expertise and relationships [d]
  302. (2002) Toward a contextual theory of leadership [d]
  303. (2002) The leader's edge: six creative competencies for navigating complex challenges [i]
  304. (2002) Powerful leadership: how to unleash the potential in others and simplify your life [i]
  305. (2002) Naked leadership: confronting the truth about leadership [i]
  306. (2002/2009) The extraordinary leader: turning good managers into great leaders [i]
  307. (2001/2010) Beyond change management: advanced strategies for today's transformational leaders [i]
  308. (2001/2009) Clear leadership: sustaining real collaboration and partnership at work [i]
  309. (2001/2011) The leadership pipeline: how to build the leadership-powered company [i]
  310. (2001) The deep blue sea: rethinking the source of leadership [i]
  311. (2001) Relax, it's only uncertainty: lead the way when the way is changing [i]
  312. (2001/2009) Meeting the ethical challenges of leadership: casting light or shadow [i]
  313. (2001/2011) Discovering the leader in you: how to realize your leadership potential [i]
  314. (2001/2009) Learning group leadership: an experiential approach [i]
  315. (2001) The inner work of leaders: leadership as a habit of mind [i]
  316. (2001) The new superleadership: leading others to lead themselves [i]
  317. (2000) Autoridad en espacios locales: una mirada desde la antropología [i]
  318. (2000/2009) Leadership and self-deception: getting out of the box [i]
  319. (2000/2009) Communicate successfully by seeking balance [i] [d]
  320. (2000) Lives of moral leadership [i]
  321. (2000/2006) Coaching for leadership: the practice of leadership coaching from the world's greatest coaches [i]
  322. (2000) When leaders display emotion: how followers respond to negative emotional expression of male and female leaders [d]
  323. (2000/2009) Handbook of principles of organizational behavior [i] [d]
  324. (2000) PowerSkills: building top-level relationships for bottom-line results [i]
  325. (2000) The meaning of leadership in a cultural democracy: rethinking public library values [d]
  326. (2000) The fit executive: exercise and diet guidelines for enhancing performance [d]
  327. (2000) Change the world: how ordinary people can achieve extraordinary results [i]
  328. (2000) Changing others through changing ourselves: the transformation of human systems [d]
  329. (2000) Learning from life: turning life's lessons into leadership experience [i]
  330. (2000) Leadership styles, mentoring functions received, and job-related stress: a conceptual model and preliminary study [d]
  331. (2000/2012) The courage to lead: transform self, transform society [i]
  332. (1999) The discipline of teamwork: participation and concertive control [i]
  333. (1999) Charismatic leadership: strategies for effecting social change [d]
  334. (1999) Powerful conversations: how high-impact leaders communicate [i]
  335. (1999) Leadership games: experiential learning for organizational development [i]
  336. (1999) Make it count: how to generate a legacy that gives meaning to your life [i]
  337. (1999) Vision and leadership in sustainable development [i]
  338. (1999/2008) Caring enough to lead: how reflective practice leads to moral leadership [i]
  339. (1999/2005) Creating effective teams: a guide for members and leaders [i]
  340. (1998) Power up: transforming organizations through shared leadership [i]
  341. (1998) Fusion leadership: unlocking the subtle forces that change people and organizations [i]
  342. (1998) Street-level leadership: discretion and legitimacy in front-line public service [i]
  343. (1998) Getting it done: how to lead when you're not in charge [i]
  344. (1998) A newcomer gains power: an analysis of the role of rhetorical expertise [d]
  345. (1998) Catalytic leadership: strategies for an interconnected world [i]
  346. (1998) Leading by asking good questions [i]
  347. (1998) The leader's handbook: making things happen, getting things done [i]
  348. (1997) The power of vulnerability in contemporary leadership [d]
  349. (1997) Leadership and the art of conversation: conversation as a management tool [i]
  350. (1997) The power of alignment: how great companies stay centered and accomplish extraordinary things [i]
  351. (1997) Crafting vision [d]
  352. (1997) Holding the center: sanctuary in a time of confusion [i]
  353. (1996) An unused intelligence: physical thinking for 21st century leadership [i]
  354. (1996/2011) The power of framing: creating the language of leadership [i]
  355. (1996) Staying alive to learning: integrating enactments with case teaching to develop leaders [d]
  356. (1996) Ethical dimensions of leadership [i]
  357. (1996/2010) Beyond the wall of resistance: why 70% of all changes still fail—and what you can do about it [i]
  358. (1996) Deep change: discovering the leader within [i]
  359. (1995) Using an art technique to facilitate leadership development [i]
  360. (1995) Leadership and ethical development: balancing light and shadow [d]
  361. (1995) The storytelling coach: how to listen, praise, and bring out people's best [i]
  362. (1995/2013) Leading out loud: a guide for engaging others in creating the future [i]
  363. (1994/1996) Beyond leadership: balancing economics, ethics, and ecology [i]
  364. (1994) CEOs' cognitive maps and the scope of the organization [d]
  365. (1994) Collaborative leadership: how citizens and civic leaders can make a difference [i]
  366. (1994) Making common sense: leadership as meaning-making in a community of practice [i]
  367. (1994) What we know about leadership: effectiveness and personality [d]
  368. (1994) Thought self-leadership: finding spiritual fulfilment in organizational life [d]
  369. (1994) Caring, voice and self-reflection: feminist values and organizational change [d]
  370. (1994/2002) The skilled facilitator: a comprehensive resource for consultants, facilitators, managers, trainers, and coaches [i]
  371. (1993) The call of service: a witness to idealism [i]
  372. (1992/2005) Leadership for the common good: tackling public problems in a shared-power world [i]
  373. (1992/2010) Mastering self-leadership: empowering yourself for personal excellence [i]
  374. (1991) Executive leadership: a practical guide to managing complexity [i]
  375. (1990/2015) Becoming a master manager: a competing values approach [i]
  376. (1989) Crucial decisions: leadership in policymaking and crisis management [i]
  377. (1988) The lessons of experience: how successful executives develop on the job [i]
  378. (1986) The subjective side of strategy making: future orientations and perceptions of executives [i]
  379. (1986/1991) A testament of hope: the essential writings and speeches of Martin Luther King, Jr. [i]
  380. (1985/2004) Organizational culture and leadership [i]
  381. (1984/2008) Reframing organizations: artistry, choice, and leadership [i]
  382. (1984/1997) Managing for excellence: the leadership guide to developing high performance in contemporary organizations [i]
  383. (1984) Adult leadership and adult development: a constructionist view [i]
  384. (1982/2016) The new meaning of educational change [i]
  385. (1981/2008) Leadership in organizations [i]
  386. (1979) Leadership and learning: personal change in a professional setting [i]

Copyright © 2010–2017 Nathan A. Strait (contact)
13th edition, last updated: 9 September 2017
Statistics: authors, journals, publishers
http://sea.nathanstrait.com/leading