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Intermediate Course Recommended Book List
Barnett, Thomas P.M. (2006). Blueprint for action. A future worth creating. New York, NY:Berkley Trade.
From Publishers Weekly.
Military-strategy consultant Thomas Barnett follows his ballyhooed The Pentagon's New Map with this unconvincing brief for American interventionism. Echoing the now conventional wisdom that a larger, better-prepared occupation force might have averted the current mess in Iraq, Barnett generalizes the notion into a formula for bringing the blessings of order and globalization to benighted nations. (Oct.)
Bennis, Warren (1989). On becoming a leader. Boston, Ma: Addison-Wesley.
On Becoming a Leader is a management classic on the 'hows' of leadership—how people become leaders, how they lead, and how organizations encourage or stifle potential leaders.
Gladwell, Malcolm (2005). Blink the power of thinking without thinking. New York, NY: Little, Brown and Company.
A book about how we think without thinking, about choices that seem to be made in an instant—in the blink of an eye—that actually aren’t as simple as they seem.
Gladwell, Malcom (2000). The tipping point. How little things can make a big difference. New York, NY: Little, Brown and Company.
A book about change that presents a new way of understanding why change so often happens as quickly and as unexpectedly as it does. For example, why did crime drop so dramatically in New York City in the mid-1990s? Why do teens smoke in greater and greater numbers, when every single person in the country knows that cigarettes kill? Why is word-of-mouth so powerful? What makes TV shows like Sesame Street so good at teaching kids how to read? The author thinks the answer to all those questions is the same. It's that ideas and behavior and messages and products sometimes behave just like outbreaks of infectious disease. They are social epidemics. The Tipping Point is an examination of the social epidemics that surround us.
Harari, Oren (2002). The Leadership secrets of Colin Powell. New York, NY: McGraw-Hill.
The Leadership Secrets of Colin Powell recounts Powell's core beliefs on leadership, negotiation, self-knowledge, and more.
Kotter, John P (1996). Leading change. Boston, MA: Harvard business School Press.
The author examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change, and he offers an eight-step process to overcome the obstacles and carry out the firm's agenda—establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future.
Puryear, Edgar F. Jr (2001). American Generalship: character is everything: The Art of Command. New York, NY: Ballentine Books.
America's top military leaders are scrutinized as the author ponders what prepared our generals for the terrible responsibilities they bore during World War II, Korea, Vietnam, the Gulf War and on to today.
Reichheld, Frederick (2001). Loyalty rules! How today’s leaders build lasting relationships. Boston, MA: Harvard Business School Press.
Based on extensive research into companies from online start-ups to established institutions—including Harley-Davidson, Enterprise Rent-A-Car, Cisco Systems, Dell Computer, Intuit, and more—the author reveals six bedrock principles of loyalty upon which leaders build enduring enterprises. Underscoring that success requires both understanding and measuring loyalty, he couples each principle with straightforward actions that drive measurement systems, compensation, organization, and strategy.
Roberto, Michael A. (2005). Why great leaders don’t take yes for an answer: Managing for Conflict and Consensus. Upper Saddle River, NJ: Wharton School Publishing.
Why Great Leaders Don’t Take Yes for an Answer presents four major components of decision making so that any leader of a group of team members—regardless of the level in the organization—can learn from and apply its ideas.
Senge, Peter; Ross, Richard; Kleiner, Art; Roberts, Charlotte; and Roth, George. (1999). The dance of change : the challenge to sustaining momentum in a learning organization. New York, NY: Doubleday.
All organizations that innovate or learn come up against innate challenges that block progress. The harder you push against these challenges, the more they seem to resist. But if you can anticipate them and build your capabilities for dealing with them, they become opportunities for growth. The Dance of Change is a field book of strategies and methods for moving beyond the first steps of corporate change and generating long-lasting results.