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Basic Course Suggested Reading List
Avolio, B. J. (1999). Full Leadership Development: Building the Vital Forces in Organizations. Thousand Oaks, CA: SAGE.
The author approaches the concept of leadership as a system, not only as a process or a person. His framework is based on what he defines as the full range of leadership: people, timing, resources, the context of interaction, and the expected results in performance and motivation. He contends that when a leadership system is optimized, it in turn optimizes the vital force of each individual, thereby enhancing the collective force of the entire organization.
Bennis, W. G. (2004). On Becoming a Leader: The Leadership Classic. New York: HarperCollins.
For many years, Warren Bennis has persuasively argued that leaders are not born -- they are made. And for countless readers, On Becoming a Leader has served as a beacon of insight, delving into the qualities that define leadership, the people who exemplify it, and the strategies that anyone can apply to achieve it. In a world increasingly defined by turbulence and uncertainty, the call to leadership is more urgent than ever. Featuring fresh, new commentary on the challenges and opportunities that leaders face today, this new edition of On Becoming a Leader will inspire the next generation of leaders and guide us into the future.
Bennis, W. G., & Goldsmith J. (2003). Learning to Lead. New York: Perseus Publishing.
The best-selling guide to leadership development-fully revised, updated, and expanded for a new generation of leaders. Over their distinguished careers, Warren Bennis and Joan Goldsmith have demonstrated how leaders are made, not born. In today's environment of crisis and uncertainty, the ability to develop leaders is arguably the most pressing concern, whether the arena is business, politics, education, health care, the environment, or the arts. Integrating wisdom from the world's most insightful and accomplished leaders, self-assessments, and dozens of interactive skill-building exercises, Learning to Lead reveals the underpinnings of true leadership. It shows you how to see beyond leadership myths, translate failures into springboards for renewed creativity, and communicate your vision for yourself, your team, or your organization. This new edition has been updated throughout, including bibliography and references, and contains substantive new material that reflects the authors' ongoing research on collaborative leadership, ethics, integrity, and personal development.
Blanchard, K. H. (1998). The Heart of a Leader. Tulsa: HonorBooks.
Millions of people have improved their leadership style and "people skills" after reading Ken Blanchard's best-selling book The One-Minute Manager. Now, Blanchard helps us discover the art of influence through the greatest life and leadership lessons he's learned in his rich career as an educator and business leader. The Heart of a Leader offers Blanchard's insight and wisdom on choosing values, aiming for excellence, maintaining integrity, finding the courage to change, helping others reach their potential, and more. With The Heart of a Leader you'll master key attitudes and actions to impact the lives of those around you. Influence is an art-and it begins with the heart of a leader. It's time to let your heart soar!
Burns, J. M. (2004). Transforming Leadership: The Pursuit of Happiness. Berkley: Grove/Atlantic, Inc.
In Transforming Leadership, Burns illuminates the evolution of leadership structures, from the chieftains of tribal African societies, through Europe's absolute monarchies, to the blossoming of the Enlightenment's ideals of liberty and happiness during the American Revolution. Along the way he looks at key breakthroughs in leadership and the towering leaders who attempted to transform their worlds-Elizabeth I, Washington, Jefferson, Gandhi, Eleanor Roosevelt, Gorbachev, and others. Culminating in a bold and innovative plan to address the greatest global leadership challenge of the twenty-first century, the long-intractable problem of global poverty, Transforming Leadership will arouse discussion and controversy in classrooms and boardrooms throughout the country.
Burns, J. M., & Ciulla J. B. (Eds.). (2004). Ethics, the Heart of Leadership (2nd ed.). Westport, CT: Greenwood Publishing Group, Inc.
Explores the facets of the moral relationship between leaders and followers with particular focus on the business environment. The chapters in this book explore the ethical dynamics between leaders and followers in business and in society as a whole. They argue that power and authority in today's world stem not from position or coercion, but from trust, commitment, and values shared with those who are led. The authors raise important questions such as: How do people give and get trust? What moral hazards are inherent in transformational and charismatic leader/follower relationships? What roles do deception and self-deception play in giving and receiving power? The reader will gain a better understanding of the complex moral interaction of leaders and followers and why healthy moral relationships between leaders and followers are central to effective leadership. Practitioners, academics, and students will find this passionate collection invaluable in understanding the exciting and often controversial field of leadership and ethics.
Hesselbein, F. (2004). Be Know Do: Leadership the Army Way, Adapted from the Official Army Leadership Manual. San Francisco: Jossey-Bass.
The United States Army is one of the most complex, best run organizations in the world, and central to the Army’s success are strong leadership and exceptional leadership development. Army leaders must be able to act decisively and effectively in challenging situations. But the Army, despite its organizational structure, does not train leaders in a hierarchical manner. Dispersed leadership is the key to the success of the Army leadership model. Now, for the first time, you can have access to the Army’s successful leadership philosophy and the principles that are outlined in Be Know Do the official Army Leadership Manual. Be Know Do makes this critical information available to civilian leaders in all sectors¾business, government, and nonprofit—and gives them the guidelines they need to create an organization where leadership thrives.
Goleman, D. P. (2005). Emotional Intelligence. New York: Bantam Books.
Everyone knows that high IQ is no guarantee of success, happiness, or virtue, but until Emotional Intelligence, we could only guess why. Daniel Goleman's brilliant report from the frontiers of psychology and neuroscience offers startling new insight into our "two minds"--the rational and the emotional--and how they together shape our destiny. Through vivid examples, Goleman delineates the five crucial skills of emotional intelligence, and shows how they determine our success in relationships, work, and even our physical well-being. What emerges is an entirely new way to talk about being smart. The best news is that "emotional literacy" is not fixed early in life. Every parent, every teacher, every business leader, and everyone interested in a more civil society, has a stake in this compelling vision of human possibility.
Maxwell, J. C. (2006). The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization. Nashville: Thomas Nelson.
In his nearly thirty years of teaching leadership, John Maxwell has encountered this question again and again: How do I apply leadership principles if I'm not the boss? It's a valid question that Maxwell answers in The 360 Degree Leader. You don't have to be the main leader, asserts Maxwell, to make significant impact in your organization. Good leaders are not only capable of leading their followers but are also adept at leading their superiors and their peers. Debunking myths and shedding light on the challenges, John Maxwell offers specific principles for Leading Down, Leading Up, and Leading Across. 360-Degree Leaders can lead effectively, regardless of their position in an organization. By applying Maxwell's principles, you will expand your influence and ultimately be a more valuable team member.
Luyet, R. J., & Tamm, J. W. (2004). Radical Collaboration: Five Essential Skills to Overcome Defensiveness and Build Successful Relationships. New York: HarperCollins.
This is a how-to manual for everyone who wants to be more skillful at building relationships, both professional and personal. It offers both problem solving skills and interpersonal insights in a quick, easy-to -read format. The book is based on the premise that businesses and organizations are increasingly focusing on the collaborative skills of employees. It's a combination of Getting to Yes and Dr. Phil. It's also the first book to teach both the external negotiating skills and the internal, self analysis required to collaborate.