How to lead

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

  1. () Unlocking leadership mindtraps: how to thrive in complexity [i]
  2. Allan H. Church, David W. Bracken, John W. Fleenor, & Dale S. Rose [ed] () Handbook of strategic 360 feedback [i] [d]
  3. () Why artists make good civic leaders: Randall Szott [u]
  4. () The wise advocate: the inner voice of strategic leadership [i] [j]
  5. () Information pollution and academic leadership in America [u]
  6. () The economics of higher purpose: eight counterintuitive steps for creating a purpose-driven organization [i]
  7. () Applied improvisation for coaches and leaders: a practical guide for creative collaboration [i] [d]
  8. () 'I'm not mopping the floors, I'm putting a man on the moon': how NASA leaders enhanced the meaningfulness of work by changing the meaning of work [d]
  9. () The best leaders are great teachers [u]
  10. () The leader's guide to corporate culture [u]
  11. () Leading with dignity: how to create a culture that brings out the best in people [i] [j]
  12. () Professionalizing leadership [i] [d]
  13. () Seeing the big picture: a within-person examination of leader construal level and vision communication [d]
  14. () The double-edged sword of leader charisma: understanding the curvilinear relationship between charismatic personality and leader effectiveness [p] [d]
  15. () The future of clinical leadership: evidence for physician leadership and the educational pathway for new leaders [d]
  16. () The compassionate achiever: how helping others fuels success [i]
  17. () The magnetic leader: how irresistible leaders attract employees, customers, and profits [i]
  18. () Creating great choices: a leader's guide to integrative thinking [i]
  19. () Find your why: a practical guide for discovering purpose for you and your team [i]
  20. S. Aqeel Tirmizi & John D. Vogelsang [ed] () Leading and managing in the social sector: strategies for advancing human dignity and social justice [i] [d]
  21. () The first two rules of leadership: don't be stupid, don't be a jerk [i]
  22. () Failure at the top: how power undermines collaborative performance [p] [d]
  23. () The influence of charismatic authority on operational strategies and attack outcomes of terrorist groups [d] [u]
  24. () Gender bias and substantive differences in ratings of leadership behavior: toward a new narrative [d]
  25. () An introduction to consulting psychology: working with individuals, groups, and organizations [i] [d]
  26. () Producing leaders: an ethnography of an indigenous organisation in the Peruvian Amazon [u]
  27. () Interfaith leadership: a primer [i]
  28. () Imagine there are no leaders: reframing leadership as collaborative agency [d]
  29. () Think simple: how smart leaders defeat complexity [i]
  30. () Simple habits for complex times: powerful practices for leaders [i]
  31. Jacqueline Boaks & Michael P. Levine [ed] () Leadership and ethics [i]
  32. () Leadership development: an outcome-oriented review based on time and levels of analyses [d]
  33. () Collaborative developmental action inquiry [i] [d]
  34. () Expert leaders in a fast-moving environment [d]
  35. () Change competence: implementing effective change [i] [d]
  36. () The dark side of personality and extreme leader behavior [d]
  37. () Hard times: leadership in America [i]
  38. () Return on character: the real reason leaders and their companies win [i]
  39. () Strategic intelligence: conceptual tools for leading change [i] [d]
  40. () How leaders mentor others to be leaders—or don't [i]
  41. () Leadership BS: fixing workplaces and careers one truth at a time [i]
  42. () The positive organization: breaking free from conventional cultures, constraints, and beliefs [i]
  43. () A new psychology for sustainability leadership: the hidden power of ecological worldviews [i] [d]
  44. () Leading to learn [d]
  45. () Lead more, control less: eight advanced leadership skills that overturn convention [i]
  46. () Peer-to-peer leadership: why the network is the leader [i]
  47. () The power of noticing: what the best leaders see [i]
  48. () Leading public health: a competency framework [i]
  49. () Environmental leadership and consciousness development: a case study among Canadian SMEs [small and medium-sized enterprises] [d] [j]
  50. () Tracking managerial conflict adaptivity: introducing a dynamic measure of adaptive conflict management in organizations [d]
  51. () Training tomorrow's global health leaders: applying a transtheoretical model to identify behavior change stages within an intervention for health leadership development [p] [d]
  52. () Conflict 101: hot, cold, or just right? [or: To resolve a conflict, first decide: is it hot or cold?] [u]
  53. () The leadership shadow: how to recognize and avoid derailment, hubris and overdrive [i]
  54. () Give them what they want or give them what they need?: ideology in the study of leadership [d]
  55. () Authentic governance: aligning personal governance with corporate governance [i] [d]
  56. Ronald E. Riggio & Sherylle J. Tan [ed] () Leader interpersonal and influence skills: the soft skills of leadership [i]
  57. () Leaders eat last: why some teams pull together and others don't [i]
  58. () Leadership strategies for women: lessons from four queens for leadership and career development [i] [d]
  59. () Adding dynamics to a static theory: how leader traits evolve and how they are expressed [d]
  60. () Leadership, violence, and school climate: case studies in creating nonviolent schools [i]
  61. () The proactive leader: how to overcome procrastination and be a bold decision-maker [i] [d]
  62. () Psychotherapy and relationship-based change: it's about leadership [d]
  63. () Developing the leader as coach: insights, strategies and tips for embedding coaching skills in the workplace [d]
  64. () The psychological and neurological bases of leader self-complexity and effects on adaptive decision-making [d]
  65. () A taxonomy of event-level dimensions: implications for understanding leadership processes, behavior, and performance [d]
  66. () What is Mandela's secret? [u]
  67. () From smart to wise: acting and leading with wisdom [i]
  68. () Leading from the emerging future: from ego-system to eco-system economies [i]
  69. () Visual leaders: new tools for visioning, management, & organization change [i]
  70. () The servant identity: influences on the cognition and behavior of servant leaders [d]
  71. () Reciprocal interactions between group perceptions of leader charisma and group mood through mood contagion [d]
  72. () Action inquiry and the Boston Marathon bombings: unilateral vs. mutual power [u]
  73. () Learning to lead: a comparison of developmental events and learning among managers in China, India and the United States [d]
  74. () Can leadership development act as a rural poverty alleviation strategy? [d]
  75. () Changing on the job: developing leaders for a complex world [i]
  76. () Daring greatly: how the courage to be vulnerable transforms the way we live, love, parent, and lead [i]
  77. () Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance [d]
  78. () A future for Amazonia: Randy Borman and Cofán environmental politics [i]
  79. () The topology of collective leadership [d]
  80. () Building leadership capacity amongst young Anishinaabe-Kwe through culturally-based activities and creative arts [u]
  81. () Only human: exploring the nature of weakness in authentic leadership [d]
  82. () Implications of dispositional and process views of traits for individual difference research in leadership [d]
  83. () Re-thinking ethical leadership: an interdisciplinary integrative approach [d]
  84. () Betrayal: an inevitable part of leadership? [d]
  85. () Bad leaders/misleaders [d]
  86. () Cognitive adaptability and an entrepreneurial task: the role of metacognitive ability and feedback [d]
  87. () The how and the what of leadership [d]
  88. () Does valuing androgyny and femininity lead to a female advantage?: the relationship between gender-role, transformational leadership and identification [d]
  89. () The end of leadership [i]
  90. Carolyn Kenny & Tina Ngaroimata Fraser [ed] () Living indigenous leadership: native narratives on building strong communities [i]
  91. Konstantin Korotov, Elizabeth Florent-Treacy, Manfred F. R. Kets de Vries, & Andreas Bernhardt [ed] () Tricky coaching: difficult cases in leadership coaching [i] [d]
  92. () Building capacity for environmental engagement and leadership: an ecosocial work perspective [d]
  93. () Do nothing!: how to stop overmanaging and become a great leader [i]
  94. () Developing interdependent leadership [i]
  95. () The deep change field guide: a personal course to discovering the leader within [i]
  96. () The emergence of male leadership in competitive environments [d]
  97. () Transformative political leadership: making a difference in the developing world [i] [d]
  98. () Leader power and self-serving behavior: the moderating role of accountability [d]
  99. () Embedding ethical leadership within and across organization levels [d]
  100. () Everyone leads: building leadership from the community up [i]
  101. Scott A. Snook, Nitin Nohria, & Rakesh Khurana [ed] () The handbook for teaching leadership: knowing, doing, and being [i]
  102. () The value of virtue in the upper echelons: a multisource examination of executive character strengths and performance [d]
  103. () The importance of attributional complexity for transformational leadership studies [d]
  104. () Civic capacity: building on transformational leadership to explain successful integrative public leadership [d]
  105. () Leadership and emotion management for complex tasks: different emotions, different strategies [d]
  106. () Leaders' conceptions of followers: implications for naturally occurring Pygmalion effects [d]
  107. () Understanding indigenous leadership research: explication and Chinese examples [d]
  108. () Can charisma be taught?: tests of two interventions [d]
  109. () Do educated leaders matter? [d]
  110. () Leadership and conservation effectiveness: finding a better way to lead [d]
  111. () Leadership takes time: some implications of (not) taking time seriously in leadership research [d]
  112. () Creating personal presence: look, talk, think, and act like a leader [i]
  113. () Transforming leaders into progress makers: leadership for the 21st century [i]
  114. () Touchpoints: creating powerful leadership connections in the smallest of moments [i]
  115. () The dynamics of warmth and competence judgments, and their outcomes in organizations [d]
  116. () Longitudinal tests of an integrative model of leader development: charting and understanding developmental trajectories [d]
  117. () Leadership skills across organizational levels: a closer examination [d]
  118. () Developing executive leaders: the relative contribution of cognitive ability, personality, and the accumulation of work experience in predicting strategic thinking competency [d]
  119. () Leadership coaching? No thanks, I'm not worthy [o]
  120. () Selecting your inflation targeters: background and performance of monetary policy committee members [d]
  121. () Organizational resistance to destructive narcissistic behavior [d] [j]
  122. () Why do leaders matter?: a study of expert knowledge in a superstar setting [d]
  123. () Leadership and collective requisite complexity [d]
  124. () Leader development and the dark side of personality [d]
  125. () Great man or great myth?: a quantitative review of the relationship between individual differences and leader effectiveness [d]
  126. () The moralities of obligation and aspiration: towards a concept of exemplary military ethics and leadership [d]
  127. () Strengths, strengths overused, and lopsided leadership [d]
  128. () Personality, leader behavior, and overdoing it [d]
  129. () Leadership and knowledge: symbolic, connectionist, and embodied perspectives [d]
  130. () Why leaders lie: the truth about lying in international politics [i]
  131. () Leadership—what really matters: a handbook on systemic leadership [i] [d]
  132. () Teaching implicit leadership theories to develop leaders and leadership: how and why it can make a difference [d]
  133. () Exploring the developmental potential of leader–follower interactions: a constructive-developmental approach [d]
  134. () Monk, architect, diplomat: three types of leadership are needed to build a successful organization [u]
  135. () Organizational traps: leadership, culture, organizational design [i]
  136. () The art of leadership and its fine art shadow [d]
  137. () Preventing prisoner abuse: leadership lessons of Abu Ghraib [d]
  138. () The influence of adult attachment styles on workers' preferences for relational leadership behaviors [d]
  139. () Fostering integrative community leadership [d]
  140. () Propensity for self-development of leadership attributes: understanding, predicting, and supporting performance of leader self-development [d]
  141. Kerry A. Bunker, Douglas T. Hall, & Kathy E. Kram [ed] () Extraordinary leadership: addressing the gaps in senior executive development [i]
  142. () Being there: why leaders should not 'fiddle' while Rome burns [d]
  143. () Leadership, not leaders: on the study of leadership as practices and interactions [d]
  144. () The difficulties of learning from experience and the need for deliberate practice [d]
  145. () Learning agility: a construct whose time has come [d]
  146. () The leader's guide to radical management: reinventing the workplace for the 21st century [i]
  147. () Who will lead and who will follow?: a social process of leadership identity construction in organizations [d]
  148. () Exploring the link between integrated leadership and public sector performance [d]
  149. () Meta-action research on a leadership development program: a process model for life-long learning [d]
  150. () Increasing leadership integrity through mind training and embodied learning [d]
  151. Larry A. Golemon [ed] () Finding our story: narrative leadership and congregational change [i]
  152. () Leader vision and the development of adaptive and proactive performance: a longitudinal study [d]
  153. () Leader empowering behaviour: the leader's perspective [d]
  154. () Social network analysis and the evaluation of leadership networks [d]
  155. () Assessing flexible leadership as a mastery of opposites [d]
  156. (/2013) Toward a positive psychology for leaders [i] [d]
  157. Donna Marie Ladkin [ed] () Rethinking leadership: a new look at old leadership questions [i] [d]
  158. () Governments demand compliance, ethics demands leadership [d]
  159. () Place-based narratives: an entry point for ministry to the soul of a community [i]
  160. () Strategic information provision and experiential variety as tools for developing adaptive leadership skills [d]
  161. () Lessons in spiritual leadership from Kenyan women [d]
  162. () Building bridges from the margins: the work of leadership in social change organizations [d]
  163. () The power of positive deviance: how unlikely innovators solve the world's toughest problems [i] [u]
  164. () Use job descriptions to support leadership [d]
  165. () Power: why some people have it—and others don't [i]
  166. () Strategic learning: how to be smarter than your competition and turn key insights into competitive advantage [i] [d]
  167. () Defining respectful leadership: what it is, how it can be measured, and another glimpse at what it is related to [d] [j]
  168. () The leaderful fieldbook: strategies and activities for developing leadership in everyone [i]
  169. () The role of developmental social networks in effective leader self-learning processes [i] [d]
  170. () Nonprofit finance for hard times: leadership strategies when economies falter [i]
  171. () 'Physicians to a dying planet': Helen Caldicott, Randall Forsberg, and the anti-nuclear weapons movement of the early 1980s [d]
  172. Jack Rhoton [ed] () Science education leadership: best practices for the new century [i]
  173. Mitchell G. Rothstein & Ronald J. Burke [ed] () Self-management and leadership development [i] [d]
  174. () Leading public sector networks: an empirical examination of integrative leadership behaviors [d]
  175. () Leadership as art: leaders coming to their senses [d]
  176. () Facilitator, teacher, or leader?: managing conflicting roles in outdoor education [d]
  177. () Developmental action inquiry: a distinct integral theory that actually integrates developmental theory, practice, and research [i]
  178. () Why flexible and adaptive leadership is essential [d]
  179. () Getting it done: a guide for government executives [i]
  180. () Leadership and adult development theories: overviews and overlaps [u]
  181. () Early life experiences as determinants of leadership role occupancy: the importance of parental influence and rule breaking behavior [d]
  182. () Sustain organizational performance through continuous learning, change and realignment [i] [d]
  183. () The accomplishment of authority through presentification: how authority is distributed among and negotiated by organizational members [d]
  184. () Learning as a way of leading: lessons from the struggle for social justice [i]
  185. () The challenge of leading on unstable ground: triggers that activate social identity faultlines [d]
  186. () Developing senior technical leaders at the National Security Agency [d]
  187. () Social distance as a moderator of the effects of transformational leadership: both neutralizer and enhancer [d]
  188. () Foster trust through ability, benevolence, and integrity [i] [d]
  189. () The philosopher leader: on relationalism, ethics and reflexivity: a critical perspective to teaching leadership [d]
  190. () An integrative approach to leader development: connecting adult development, identity, and expertise [i]
  191. () Leading adult learning: supporting adult development in our schools [i]
  192. () The impact of political leaders' profession and education on reforms [d]
  193. () If we can put a man on the moon: getting big things done in government [i]
  194. () Leaders forging values-based change: partnership power for the 21st century [d]
  195. () When the boss feels inadequate: power, incompetence, and aggression [d]
  196. () Social influence in military leadership training [d]
  197. Mark Grandstaff & Georgia Jones Sorenson [ed] () Strategic leadership: the general's art [i]
  198. () Foster team effectiveness by fulfilling key leadership functions [i] [d]
  199. () Collaboration: how leaders avoid the traps, create unity, and reap big results [i]
  200. () The practice of adaptive leadership: tools and tactics for changing your organization and the world [i]
  201. () See yourself as a system [i]
  202. Joanna Hoare & Fiona Gell [ed] () Women's leadership and participation: case studies on learning for action [i] [d]
  203. () Personality theory and positive psychology: strategic self-awareness [i]
  204. (/2012) Leaders make the future: ten new leadership skills for an uncertain world [i]
  205. Robert B. Kaiser [ed] () The perils of accentuating the positive [i]
  206. () Leadership: a new frontier in conservation science [d]
  207. () Transforming your leadership culture [i]
  208. James L. Perry [ed] () The Jossey-Bass reader on nonprofit and public leadership [i]
  209. Todd L. Pittinsky [ed] () Crossing the divide: intergroup leadership in a world of difference [i]
  210. () Know what you don't know: how great leaders prevent problems before they happen [i]
  211. () Enhancing community leadership negotiation skills to build civic capacity [d]
  212. () Making governance networks effective and democratic through metagovernance [d]
  213. () Personality and leadership developmental levels as predictors of leader performance [d]
  214. Dean Tjosvold & Barbara Wisse [ed] () Power and interdependence in organizations [i] [d]
  215. () High altitude leadership: what the world's most forbidding peaks teach us about success [i]
  216. () Your next move: the leader's guide to navigating major career transitions [i]
  217. () Real time leadership development [i]
  218. () Developmental readiness: accelerating leader development [d]
  219. () Leading with kindness: how good people consistently get superior results [i]
  220. () Developing leadership talent [i]
  221. () Leaders, followers, and time [d]
  222. (/2012) Positive leadership: strategies for extraordinary performance [i]
  223. () Leadership as practice: challenging the competency paradigm [d]
  224. () The accountable leader: developing effective leadership through managerial accountability [i]
  225. () Direction, alignment, commitment: toward a more integrative ontology of leadership [d]
  226. () Think again: why good leaders make bad decisions and how to keep it from happening to you [i]
  227. () Total leadership: be a better leader, have a richer life [i]
  228. () Quality control: why leaders need to understand personality [d]
  229. () The ethical executive: becoming aware of the root causes of unethical behavior: 45 psychological traps that every one of us falls prey to [i]
  230. () Leadership and the fate of organizations [p] [d]
  231. () Followership: how followers are creating change and changing leaders [i]
  232. () The expert's edge: become the go-to authority people turn to every time [i]
  233. () Absorb their uncertainty—and get your people unstuck [u]
  234. () Becoming a resonant leader: develop your emotional intelligence, renew your relationships, sustain your effectiveness [i]
  235. () Executive development through consciousness-raising experiences [d]
  236. Ricardo S. Morse & Terry F. Buss [ed] () Innovations in public leadership development [i] [d]
  237. () Wave rider: leadership for high performance in a self-organizing world [i]
  238. () Systemic leadership and the emergence of ethical responsiveness [d] [j]
  239. () Dances of leadership: bridging theory and practice through an aesthetic approach [d]
  240. () Presidential charismatic leadership: exploring the rhetoric of social change [d]
  241. () Leadership development and the characteristics/traits of ethical and effective leaders: the Delphi technique [i] [u]
  242. () What are we measuring?: convergence of leadership with interpersonal and non-interpersonal personality [d]
  243. () Joining the conversation about educating our poorest children: emerging leadership roles for school counselors in high-poverty schools [d]
  244. () What breaks a leader: the curvilinear relation between assertiveness and leadership [d]
  245. () Psychosocial development and leader performance of military officer cadets [d]
  246. () Storytelling, time, and evolution: the role of strategic leadership in complex adaptive systems [d]
  247. () Know-how: the 8 skills that separate people who perform from those who don't [i]
  248. () Leaders as attachment figures: leaders' attachment orientations predict leadership-related mental representations and followers' performance and mental health [d]
  249. () The secret language of leadership: how leaders inspire action through narrative [i]
  250. () Through the labyrinth: the truth about how women become leaders [i]
  251. () Leadership, power, and positive relationships [i]
  252. () Pattern and variable approaches in leadership emergence and effectiveness [d]
  253. () Leadership agility: five levels of mastery for anticipating and initiating change [i]
  254. () Adjusting your leadership volume [d]
  255. Barbara Kellerman & Deborah L. Rhode [ed] () Women and leadership: the state of play and strategies for change [i]
  256. Manfred F. R. Kets de Vries, Konstantin Korotov, Elizabeth Florent-Treacy, & Caroline Rook [ed] (/2016) Coach and couch: the psychology of making better leaders [i] [d]
  257. () How might action learning be used to develop the emotional intelligence and leadership capacity of public administrators? [d] [j]
  258. () Work stress and leadership development: the role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control [d]
  259. () How healthy is your organization?: the leader's guide to curing corporate diseases and promoting joyful cultures [i]
  260. () The opposable mind: how successful leaders win through integrative thinking [i]
  261. () Portrait of a transformational leader: the legacy of Dr Martin Luther King Jr [d]
  262. (/2016) Theory U: leading from the emerging future [i]
  263. () A leader's framework for decision making [p] [u]
  264. () Leading for results: transforming teaching, learning, and relationships in schools [i]
  265. () The leadership dojo: build your foundation as an exemplary leader [i]
  266. () Judgment: how winning leaders make great calls [i]
  267. () The arts & leadership: now that we can do anything, what will we do? [d]
  268. () Questions of character: illuminating the heart of leadership through literature [i]
  269. () The ties that lead: a social network approach to leadership [d]
  270. () Facilitating to lead!: leadership strategies for a networked world [i]
  271. () The way to develop power is to develop leaders [i]
  272. () Building powerful community organizations: a personal guide to creating groups that can solve problems and change the world [i]
  273. () Leadership for the common good [i]
  274. () Rural leaders, rural places: problem, privilege, and possibility [u]
  275. (/2007) The Cofán experiment: expanding an indigenous Amazonian world [o] [u]
  276. () The first 90 days in government: critical success strategies for new public managers at all levels [i]
  277. (/2012) Educational leadership: together creating ethical learning environments [i]
  278. () The concept and theory of charismatic leadership [especially in fascism] [d]
  279. () Personality and the perception of transformational leadership: the impact of extraversion, neuroticism, personal need for structure, and occupational self-efficacy [d]
  280. () Learning to lead in all domains of life [d]
  281. () Leading through conflict: how successful leaders transform differences into opportunities [i]
  282. (/2007) Liderazgo ante la adversidad: cómo los buenos líderes transforman los conflictos en oportunidades [i]
  283. () Why should anyone be led by you?: what it takes to be an authentic leader [i]
  284. () The deeper work of executive development: outgrowing sensitivities [d]
  285. () The versatile leader: make the most of your strengths without overdoing it [i]
  286. () Executive wisdom: coaching and the emergence of virtuous leaders [i] [d]
  287. () Cut to the chase: and 99 other rules to liberate yourself and gain back the gift of time [i]
  288. (/2018) Systems leadership: creating positive organisations [i] [d]
  289. () Leadership and hierarchies in criminal groups: scaling degrees of leader behaviour in group robbery [d]
  290. Clare Rigg & Sue Richards [ed] () Action learning, leadership, and organizational development in public services [i] [d]
  291. () Quiet leadership: help people think better—don't tell them what to do: six steps to transforming performance at work [i]
  292. () Stories, visions, and values in voluntary organisations [i]
  293. () Integrating primary health care: leading, managing, facilitating [i]
  294. Sharon Ting & Peter Scisco [ed] () The CCL handbook of coaching: a guide for the leader coach [i]
  295. () Sensemaking and the distortion of critical upward communication in organizations [d]
  296. () Change leadership: a practical guide to transforming our schools [i]
  297. () Shaping the game: the new leader's guide to effective negotiating [i]
  298. () The ambiguity advantage: what great leaders are great at [i] [d]
  299. () Leadership lessons from Sarah: values based leadership for everyday practice [i] [d]
  300. () What's your story?: using stories to ignite performance and be more successful [i]
  301. () Resonant leadership: renewing yourself and connecting with others through mindfulness, hope, and compassion [i]
  302. () Time mastery: how temporal intelligence will make you a stronger, more effective leader [i]
  303. () The leader's guide to storytelling: mastering the art and discipline of business narrative [i]
  304. () Embracing confusion: what leaders do when they don't know what to do [d]
  305. () Leading with questions: how leaders find the right solutions by knowing what to ask [i]
  306. () Tough management: the 7 ways to make tough decisions easier, deliver the numbers, and grow business in good times and bad [i]
  307. () Five guiding principles of culture management: a synthesis of best practice [d]
  308. () You're in charge, now what?: the 8 point plan [i]
  309. () Leadership can be taught: a bold approach for a complex world [i]
  310. () Beloved women: nurturing the sacred fire of leadership from an American Indian perspective [d]
  311. () Moments of greatness: entering the fundamental state of leadership [u]
  312. (/2013) Why great leaders don't take yes for an answer: managing for conflict and consensus [i]
  313. () Real leadership: helping people and organizations face their toughest challenges [i]
  314. () The fallacy of misplaced leadership [d]
  315. () This is war: how the politically astute achieve crimes of obedience through the use of moral disengagement [d]
  316. Ronald J. Burke & Cary L. Cooper [ed] () Leading in turbulent times: managing in the new world of work [i]
  317. (/2008) 100 ways to motivate others: how great leaders can produce insane results without driving people crazy [i]
  318. () The 8th habit: from effectiveness to greatness [i]
  319. () The big book of leadership games: quick, fun activities to improve communication, increase productivity, and bring out the best in your employees [i]
  320. () Leadership passages: the personal and professional transitions that make or break a leader [i]
  321. () TLC at work: training, leading, coaching all types for star performance [i]
  322. () Secrets of connecting leadership and learning with humor [i]
  323. () The turbulence within: how sensitivities throw off performance in executives [i]
  324. () Bad leadership: what it is, how it happens, why it matters [i]
  325. () From consent to mutual inquiry [d]
  326. () Building the bridge as you walk on it: a guide for leading change [i]
  327. () The art of winning commitment: 10 ways leaders can engage minds, hearts, and spirits [i]
  328. () Action inquiry: the secret of timely and transforming leadership [i]
  329. () Executive charisma [i]
  330. () The five patterns of extraordinary careers: the guide for achieving success and satisfaction [i]
  331. () Good business: leadership, flow, and the making of meaning [i]
  332. () Why smart executives fail and what you can learn from their mistakes [i]
  333. () The happy workaholic: a role model for employees [d] [j]
  334. () Leadership presence: dramatic techniques to reach out, motivate, and inspire [i]
  335. () Notes on directing: 130 lessons in leadership from the director's chair [i]
  336. David Holman & Richard Thorpe [ed] () Management and language: the manager as a practical author [i]
  337. () Leadership for policy change: strengthening communities of color through leadership development [o] [u]
  338. () Creating leaderful organizations: how to bring out leadership in everyone [i]
  339. Larraine Segil, Marshall Goldsmith, & James A. Belasco [ed] () Partnering: the new face of leadership [i]
  340. (/2013) The first 90 days: critical success strategies for new leaders at all levels [i]
  341. () Implementing a community-wide strategic plan: Rock Hill's Empowering the Vision 10 years later [d]
  342. () Leading quietly: an unorthodox guide to doing the right thing [i]
  343. () The young and the clueless [p] [u]
  344. () The collaborative leadership fieldbook: a guide for citizens and civic leaders [i]
  345. () 78 important questions every leader should ask and answer [i]
  346. () Nobody in charge: essays on the future of leadership [i]
  347. () Unnatural leadership: going against intuition and experience to develop ten new leadership instincts [i]
  348. () Communication for social change: an integrated model for measuring the process and its outcomes [o] [u]
  349. () Reflection: self-development for the growth of identity and adaptability [i] [d]
  350. () The effect of transformational and transactional leadership perceptions on feedback-seeking intentions [d]
  351. () The responsibility virus: how control freaks, shrinking violets—and the rest of us—can harness the power of true partnership [i]
  352. () Fitness and leadership: is there a relationship?: regular exercise correlates with higher leadership ratings in senior-level executives [d]
  353. () Leading creative people: orchestrating expertise and relationships [d]
  354. () Toward a contextual theory of leadership [d]
  355. () The leader's edge: six creative competencies for navigating complex challenges [i]
  356. () Powerful leadership: how to unleash the potential in others and simplify your life [i]
  357. () Naked leadership: confronting the truth about leadership [i]
  358. () A fresh perspective: a conversation with Bill Torbert, July 11, 2002 [u]
  359. (/2009) The extraordinary leader: turning good managers into great leaders [i]
  360. (/2010) Beyond change management: advanced strategies for today's transformational leaders [i]
  361. (/2009) Clear leadership: sustaining real collaboration and partnership at work [i]
  362. (/2011) The leadership pipeline: how to build the leadership-powered company [i]
  363. () The relationships between self-leadership and enhanced psychological, health, and work outcomes [p] [d]
  364. () The deep blue sea: rethinking the source of leadership [i]
  365. () Relax, it's only uncertainty: lead the way when the way is changing [i]
  366. (/2009) Meeting the ethical challenges of leadership: casting light or shadow [i]
  367. (/2011) Discovering the leader in you: how to realize your leadership potential [i]
  368. (/2009) Learning group leadership: an experiential approach [i]
  369. () The inner work of leaders: leadership as a habit of mind [i]
  370. () The new superleadership: leading others to lead themselves [i]
  371. Juan Ansión, Alejandro Diez Hurtado, & Luis Mujica [ed] () Autoridad en espacios locales: una mirada desde la antropología [i]
  372. (/2009) Leadership and self-deception: getting out of the box [i]
  373. (/2009) Communicate successfully by seeking balance [i] [d]
  374. () Lives of moral leadership [i]
  375. Marshall Goldsmith & Laurence Lyons [ed] (/2006) Coaching for leadership: the practice of leadership coaching from the world's greatest coaches [i]
  376. () Mindful and masculine: freeing women leaders from the constraints of gender roles [d]
  377. () When leaders display emotion: how followers respond to negative emotional expression of male and female leaders [d]
  378. Edwin A. Locke [ed] (/2009) Handbook of principles of organizational behavior [i] [d]
  379. () PowerSkills: building top-level relationships for bottom-line results [i]
  380. () The meaning of leadership in a cultural democracy: rethinking public library values [d]
  381. () The fit executive: exercise and diet guidelines for enhancing performance [j]
  382. () Change the world: how ordinary people can achieve extraordinary results [i]
  383. () Changing others through changing ourselves: the transformation of human systems [d]
  384. () Learning from life: turning life's lessons into leadership experience [i]
  385. () Leadership styles, mentoring functions received, and job-related stress: a conceptual model and preliminary study [d]
  386. (/2012) The courage to lead: transform self, transform society [i]
  387. () The discipline of teamwork: participation and concertive control [i]
  388. () Charismatic leadership: strategies for effecting social change [d]
  389. () Powerful conversations: how high-impact leaders communicate [i]
  390. () Leadership games: experiential learning for organizational development [i]
  391. () Make it count: how to generate a legacy that gives meaning to your life [i]
  392. () Vision and leadership in sustainable development [i]
  393. (/2008) Caring enough to lead: how reflective practice leads to moral leadership [i]
  394. (/2005) Creating effective teams: a guide for members and leaders [i]
  395. () Power up: transforming organizations through shared leadership [i]
  396. () Fusion leadership: unlocking the subtle forces that change people and organizations [i]
  397. () Street-level leadership: discretion and legitimacy in front-line public service [i]
  398. () Getting it done: how to lead when you're not in charge [i]
  399. () A newcomer gains power: an analysis of the role of rhetorical expertise [d]
  400. () Catalytic leadership: strategies for an interconnected world [i]
  401. () Leading by asking good questions [i]
  402. () The leader's handbook: making things happen, getting things done [i]
  403. Ellen Van Velsor, Cynthia D. McCauley, & Marian N. Ruderman [ed] (/2010) The Center for Creative Leadership handbook of leadership development [i]
  404. () The power of vulnerability in contemporary leadership [d]
  405. () Managing technical people: innovation, teamwork, and the software process [i]
  406. () Leadership and the art of conversation: conversation as a management tool [i]
  407. () The power of alignment: how great companies stay centered and accomplish extraordinary things [i]
  408. () Crafting vision [d]
  409. () Holding the center: sanctuary in a time of confusion [i]
  410. () An unused intelligence: physical thinking for 21st century leadership [i]
  411. (/2011) The power of framing: creating the language of leadership [i]
  412. () Staying alive to learning: integrating enactments with case teaching to develop leaders [d]
  413. () Ethical dimensions of leadership [i]
  414. (/2010) Beyond the wall of resistance: why 70% of all changes still fail—and what you can do about it [i]
  415. () Deep change: discovering the leader within [i]
  416. () Using an art technique to facilitate leadership development [i]
  417. () Leadership and ethical development: balancing light and shadow [d] [j]
  418. () The storytelling coach: how to listen, praise, and bring out people's best [i]
  419. (/2013) Leading out loud: a guide for engaging others in creating the future [i]
  420. Warren G. Bennis, Jagdish Parikh, & Ronnie Lessem [ed] (/1996) Beyond leadership: balancing economics, ethics, and ecology [i]
  421. () CEOs' cognitive maps and the scope of the organization [d]
  422. () Collaborative leadership: how citizens and civic leaders can make a difference [i]
  423. () Making common sense: leadership as meaning-making in a community of practice [i]
  424. () What we know about leadership: effectiveness and personality [d]
  425. () Thought self-leadership: finding spiritual fulfilment in organizational life [d]
  426. () Caring, voice and self-reflection: feminist values and organizational change [d]
  427. (/2017) The skilled facilitator: a comprehensive resource for consultants, facilitators, managers, trainers, and coaches [i] [d]
  428. () The call of service: a witness to idealism [i]
  429. (/2005) Leadership for the common good: tackling public problems in a shared-power world [i]
  430. (/2010) Mastering self-leadership: empowering yourself for personal excellence [i]
  431. () Executive leadership: a practical guide to managing complexity [i]
  432. (/2015) Becoming a master manager: a competing values approach [i]
  433. () Crucial decisions: leadership in policymaking and crisis management [i]
  434. () The lessons of experience: how successful executives develop on the job [i]
  435. () The new leadership: managing participation in organizations [i]
  436. () The subjective side of strategy making: future orientations and perceptions of executives [i]
  437. (/1991) A testament of hope: the essential writings and speeches of Martin Luther King, Jr. [i]
  438. (/2004) Organizational culture and leadership [i]
  439. (/2008) Reframing organizations: artistry, choice, and leadership [i]
  440. (/1997) Managing for excellence: the leadership guide to developing high performance in contemporary organizations [i]
  441. () Adult leadership and adult development: a constructionist view [i]
  442. () Executive mind, timely action [u]
  443. (/2016) The new meaning of educational change [i]
  444. (/2008) Leadership in organizations [i]
  445. () Leadership and learning: personal change in a professional setting [i]
  446. () Group-centered leadership: a way of releasing the creative power of groups [o]

Copyright © 2010–2020 Nathan A. Strait (contact me)
14th edition, last updated: 23 February 2020
Statistics: authors, journals, publishers