Leadership & Management Bibliography
Astin, Helen and Carol Leland. Women of Influence, Women of Vision: A Cross-Generational Study of Leaders and Social Change. San Francisco: Jossey-Bass,1991.
From in-depth profiles of 77 women leaders in the field of education and public service, this study addresses and compares their formative influences, vision and values; the outcomes of their efforts; the dynamics of women's leadership; and the personal costs. The context is the women's movement of the 1960s and 1970s, with glances backward at the participants' predecessors and forward to their inheritors.Beatty, Jack and Peter Ferdinand Drucker. The World According to Peter Drucker. Free Press, January 1998.
Belasco, James A. and Ralph C. Stayer (Contributor). Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead. Warner Books, August 1994.
Bennis, Warren. On Becoming a Leader. Perseus Press, August 1994.
Bennis, Warren and Joan Goldsmith (Contributor). Learning to Lead: A Workbook on Becoming a Leader. Perseus Press, September 1997.
Bennis, Warren and Bert Nanus. Leaders: Their Strategies for Taking Charge. New York: Harper & Row, 1985.
"Managers do things right, leaders do the right things." In Bennis and Nanus' classic leadership book, they articulate their four key leadership strategies to help leaders do the right things. The first is an ability to focus people's attention on a common vision. Second, leaders need to create a sense of meaning about work through extensive communication. Third, leaders will build a genuine trust through tireless advocacy of a set of principles and values. Finally, a leader will have a strong belief in and awareness of him/herself, the effect of which is a natural predisposition for others to follow.
Bennis, Warren and Bert Nanus. Leaders: Strategies for Taking Charge. Harper Business, February 1997.
Bennis, Warren and Patricia Ward Biederman. Organizing Genius: The Secrets of Creative Collaboration. Perseus Press, June 1998.
Block, Peter. The Empowered Manager: Positive Political Skills at Work. San Francisco: Jossey-Bass, 1987.
For managers in the middle, there is often a feeling of powerlessness to control their own lives or shape their organizations. With positive political skills, Block argues that managers can honestly and courageously face the reality of their organizations and find renewed meaning in their work.
Block, Peter. Stewardship: Choosing Service over Self-Interest. Berrett-Koehler Publishers, April 1996.
Bolman, Lee G. and Terrence Deal. Leading With Soul: An Uncommon Journey of Spirit. (Jossey-Bass Management) Jossey-Bass Publishers, May 1995.
Bolman, Lee G. and Terrence Deal. Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass, 1991.
The authors illustrate how to use the tool of "reframing" -- deliberately looking at situations from more than one vantage point -- to understand organizations. In particular, they focus on four frames: the structural frame focuses on formal roles and relationships for doing work, the human resource frame speaks to the need to motivate, enable and develop people to get maximum benefit from their ideas, energy and skills, the political frame offers insight into how to manage the inevitable competition for resources and power, and the symbolic frame provides an avenue for managers to create meaningful work.
Covey, Stephen R. Principle-Centered Leadership. Fireside, October 1992.
Depree, Max. Leading Without Power: Finding Hope in Serving Community. Jossey-Bass Publishers, October 1997.
Depree, Max. Leadership Jazz. DTP, October 1993.
Depree, Max et. al. Leadership is an Art. DTP, September 1990.
Drucker, Peter F. The Effective Executive. Harper Business, April 1993.
Drucker, Peter F. Innovation and Entrepreneurship: Practice and Principles. Harper Business, May 1993.
Gordon, Thomas, Dr. L.E.T.: Leader Effectiveness Training. New York: Bantam Books, 1977.
Bosses turn people off. Leaders turn people on. L.E.T. shows you the difference. Based on Dr. Gordon's work with thousands of managers in his nationwide Effectiveness Training classes, this complete program will help you tap hidden talent in your group, motivate members to willingly give their best, make people feel good about themselves, their job, and you.
Greenleaf, Robert K. Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press, March 1983.
Heider, John. Tao of Leadership: Lao Tzu's Tao Te Ching Adapted for a New Age. Humanics Publishing Group, April 1986.
Hesselbein, Frances (Editor), et. al. The Leader of the Future: New Visions, Strategies and Practices for the Next Era. (The Drucker Foundation Future Series) Jossey-Bass Publishers, September 1997.
Jaworski, Joseph and Betty S. Flowers. Synchronicity: The Inner Path of Leadership. Berrett-Koehler Publishers, March 1998.
Kotter, John P. Leading Change. Harvard Business School Press, September 1996.
Kouzes, James M. and Barry Z. Poser. Credibility: How Leaders Gain and Lose It, Why People Demand It. San Francisco: Jossey-Bass, May 1995.
The authors of The Leadership Challenge identify the cornerstone of effective leadership as credibility. Six personal disciplines for attaining and maintaining one's credibility include personal awareness, appreciation of one's constituents, affirming shared values, developing the capacity of others, leading in the service of others, and keeping people's hopes alive.Kouzes, James M. and Barry Z. Poser. The Leadership Challenge: How to Get Extraordinary Things Done in Organizations. 2nd edition. San Francisco, Jossey-Bass, December 1996.
Examining leadership as a relationship between leaders and followers, Kouzes and Poser have a database of nearly 50,000 individual records to support their leadership theory. The book articulates a set of five broad leadership behaviors and practices: challenging the process, inspiring a shared vision, enabling others to act, modeling the way and encouraging the heart.
Maxwell, John C. The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You. Thomas Nelson, September 1998.
McCall, Morgan W. High Flyers: Developing the Next Generation of Leaders. Harvard Business School Press, September 1997.
McFarland, Lynne Joy, Larry E. Senn and John R. Childress. 21st Century Leadership: Dialogues with 100 Top Leaders. New York: The Leadership Press, 1994.
This book provides a framework to understand the need for change and a road map for any current or future leader who wants to make more of a difference. It emphasizes the belief that the most successful organizations in the future will be those that take seriously -- and sustain through action -- the understanding that their competitive advantage is based on the development and growth of their people. The men and women who guide those organizations will be different leaders then we've been accustomed to. They will be maestros, not masters. They will be coaches, not commanders.
Phillips, Donald T. Lincoln on Leadership: Executive Strategies for Tough Times. Warner Books, February 1993.
Quinn, Robert E. Deep Change: Discovering the Leader Within. (Jossey-Bass Business and Management Series) Jossey-Bass Publishers, September 1996.
Schein, Edgar H. Organizational Culture and Leadership. (Jossey-Bass Business and Management Series) Jossey-Bass Publishers, January 1997.
Scholtes, Peter R. The Leader's Handbook: Making Things Happen, Getting Things Done. McGraw-Hill, September 1998.
Senge, Peter. The Fifth Discipline: The Art and Practice of a Learning Organization. New York: Currency/Doubleday, 1994.
Senge, Peter, Art Kleiner, Richard Ross, Charlotte Roberts and Bryan Smith. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. New York: Doubleday, 1994.
As a companion volume to Senge's popular The Fifth Discipline, the Fieldbook offers further insights and practical suggestions for transforming organizations. It is meant to be used for browsing and for immediate application of small changes to attain a long-term result.
Slater, Robert. Jack Welch and the GE Way: Management Insights and Leadership Secrets of the Legendary CEO. McGraw-Hill, September 1998.
Tichy, Noel M. and Eli B. Cohen. The Leadership Engine: How Winning Companies Build Leaders at Every Level. Harper Business, November 1997.
Wheatley, Margaret J. Leadership and the New Science: Learning about Organization from an Orderly Universe, Berrett-Koehler Publications, March 1994.