The following books include works from the Center for Public Leadership & Harvard University faculty.

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Presidential Leadership and the Creation of the American Era
Joseph S. Nye, Jr. (2013)

This book examines the foreign policy decisions of the presidents who presided over the most critical phases of America's rise to world primacy in the twentieth century, and assesses the effectiveness and ethics of their choices. Joseph Nye, who was ranked as one of Foreign Policy magazine's 100 Top Global Thinkers, reveals how some presidents tried with varying success to forge a new international order while others sought to manage America's existing position. Taking readers from Theodore Roosevelt's bid to insert America into the global balance of power to George H. W. Bush's Gulf War in the early 1990s, Nye compares how Roosevelt, William Howard Taft, and Woodrow Wilson responded to America's growing power and failed in their attempts to create a new order. He looks at Franklin D. Roosevelt's efforts to escape isolationism before World War II, and at Harry Truman's successful transformation of Roosevelt's grand strategy into a permanent overseas presence of American troops at the dawn of the Cold War. He describes Dwight Eisenhower's crucial role in consolidating containment, and compares the roles of Ronald Reagan and Bush in ending the Cold War and establishing the unipolar world in which American power reached its zenith.

The book shows how transformational presidents like Wilson and Reagan changed how America sees the world, but argues that transactional presidents like Eisenhower and the elder Bush were sometimes more effective and ethical. It also draws important lessons for today's uncertain world, in which presidential decision making is more critical than ever.

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Blind Spots: Why We Fail to Do What's Right and What to Do about It
Max Bazerman & Ann Tenbrunsel (2012)

When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. From the collapse of Enron and corruption in the tobacco industry, to sales of the defective Ford Pinto, the downfall of Bernard Madoff, and the Challenger space shuttle disaster, the authors investigate the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be.

Explaining why traditional approaches to ethics don't work, the book considers how blind spots like ethical fading--the removal of ethics from the decision--making process--have led to tragedies and scandals such as the Challenger space shuttle disaster, steroid use in Major League Baseball, the crash in the financial markets, and the energy crisis. The authors demonstrate how ethical standards shift, how we neglect to notice and act on the unethical behavior of others, and how compliance initiatives can actually promote unethical behavior. They argue that scandals will continue to emerge unless such approaches take into account the psychology of individuals faced with ethical dilemmas. Distinguishing our "should self" (the person who knows what is correct) from our "want self" (the person who ends up making decisions), the authors point out ethical sinkholes that create questionable actions.

Suggesting innovative individual and group tactics for improving human judgment, Blind Spots shows us how to secure a place for ethics in our workplaces, institutions, and daily lives.

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The End of Leadership
Barbara Kellerman (2012)

Becoming a leader has become a mantra. The explosive growth of the "leadership industry" is based on the belief that leading is a path to power and money, a medium for achievement, and a mechanism for creating change. But there are other, parallel truths: that leaders of every stripe are in disrepute; that the tireless and often superficial teaching of leadership has brought us no closer to nirvana; and that followers nearly everywhere have become, on the one hand, disappointed and disillusioned, and, on the other, entitled and emboldened.

The End of Leadership tells two tales. The first is about change—about how and why leadership and followership have changed over time, especially in the last forty years. As a result of cultural evolution and technological revolution, the balance of power between leaders and followers has shifted—with leaders becoming weaker and followers stronger.

The second narrative is about the leadership industry itself. In this provocative and critical volume, Barbara Kellerman raises questions about leadership as both a scholarly pursuit and a set of practical skills: Does the industry do what it claims to do—grow leaders? Does the research justify the undertaking? Do we adequately measure the results of our efforts? Are leaders as all-important as we think they are? What about followers? Isn't teaching good followership as important now as teaching good leadership? Finally, Kellerman asks: Given the precipitous decline of leaders in the estimation of their followers, are there alternatives to the existing models—ways of teaching leadership that take into account the vicissitudes of the twenty-first century?

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The Future of Power
Joseph S. Nye, Jr. (2011)
In the era of Kennedy and Khrushchev, power was expressed in terms of nuclear missiles, industrial capacity, numbers of men under arms, and tanks lined up ready to cross the plains of Eastern Europe. By 2010, none of these factors confer power in the same way: industrial capacity seems an almost Victorian virtue, and cyber threats are wielded by non-state actors. Politics changed, and the nature of power—defined as the ability to affect others to obtain the outcomes you want—had changed dramatically. Power is not static; its story is of shifts and innovations, technologies and relationships.

Joseph Nye is a long-time analyst of power and a hands-on practitioner in government. Many of his ideas have been at the heart of recent debates over the role America should play in the world: his concept of "soft power" has been adopted by leaders from Britain to China; "smart power” has been adopted as the bumper-sticker for the Obama Administration’s foreign policy. This book is the summation of his work, as relevant to general readers as to foreign policy specialists. It is a vivid narrative that delves behind the elusive faces of power to discover its enduring nature in the cyber age.
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LEADERSHIP: Essential Selections on Power, Authority, and Influence
Barbara Kellerman (2010)
Bolster your leadership literacy—and improve your performance as a leader or manager.

Leadership, says author, leadership expert, and Harvard Professor Barbara Kellerman, "is all about what leaders should learn—but it is decidedly not, deliberately not, about what leadership education has lately come to look like."

Instead, Leadership is a concise yet expansive collection of great leadership literature that has stood the test of time. As Kellerman makes clear in her extensive, authoritative commentaries, every single selection has had, and continues to have, an impact on how and what we think about what it means to lead. And every single one has had an impact on leadership as an area of intellectual inquiry—as well as on the course of human history.

The selections themselves, each a classic of the leadership literature, together with Kellerman's expert commentary, make Leadership required reading for those who want to learn about, reflect on, and even apply the greatest leadership literature lessons, ever.
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Crossing the Divide: Intergroup Leadership in a World of Difference
Edited by Todd L. Pittinsky (2009)
Bringing groups together is a central and unrelenting task of leadership. CEOs must nudge their executives to rise above divisional turf battles, mayors try to cope with gangs in conflict, and leaders of many countries face the realities of sectarian violence. "Crossing the Divide" introduces cutting-edge research and insight into these age-old problems. Edited by Todd Pittinsky of Harvard's Kennedy School of Government, this collection of essays brings together two powerful scholarly disciplines: intergroup relations and leadership. What emerges is a new mandate for leaders to reassess what have been regarded as some very successful tactics for building group cohesion. Leaders can no longer just 'rally the troops'. Instead they must employ more positive means to span boundaries, affirm identity, cultivate trust, and collaborate productively. In this multidisciplinary volume, highly regarded business scholars, social psychologists, policy experts, and interfaith activists provide not only theoretical frameworks around these ideas, but practical tools and specific case studies as well. Examples from around the world and from every sector—corporate, political, and social—bring to life the art and practice of intergroup leadership in the twenty-first century.
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The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
Ron Heifetz, Marty Linsky, and Alexander Grashow (2009)
When change requires you to challenge people's familiar reality, it can be difficult, dangerous work. Whatever the context, whether in the private or the public sector, many will feel threatened as you push though major changes. But as a leader, you need to find a way to make it work. Ron Heifetz first defined this problem with his distinctive theory of 'adaptive leadership' in Leadership Without Easy Answers. In a second book, Leadership on the Line, Heifetz and coauthor Marty Linsky highlighted the individual and organizational dangers of leading through deep change in business, politics, and community life. Now, Heifetz, Linsky, and coauthor Alexander Grashow are taking the next step: The Practice of Adaptive Leadership is a hands-on, practical guide containing stories, tools, diagrams, cases, and worksheets to help you develop your skills as an adaptive leader, able to take people outside their comfort zones and assess and address the toughest challenges. The authors have decades of experience helping people and organizations create cultures of adaptive leadership. In today's rapidly changing world, The Practice of Adaptive Leadership can be your handbook to meeting the demands of leadership in a complex world.
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Senior Leadership Teams: What it Takes to Make Them Great
Ruth J. Wageman, Debra A. Nunes, James A. Burruss, and J. Richard Hackman (2008)
An organization's fate hinges on its CEO—right? Not according to the authors of "Senior Leadership Teams." They argue that in today's world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person--no matter how talented. Result? Chief executives are turning to their enterprise's senior leaders for help. Yet many CEOs stumble when creating a leadership team. One major challenge is that senior executives often focus more on their individual roles than on the top team's shared work. Without the CEO's careful attention to setting the team up correctly, these high-powered managers often have difficulty pulling together to move their organization forward. Sometimes they don't even agree about what constitutes the right path forward. The authors explain how to determine whether your organization needs a senior leadership team. Then, drawing on their study of 100+ top teams from around the world, they explain how to create a clear and compelling purpose for your team, get the right people on it, provide structure and support, and sharpen team members' competencies—and your own. Timely and practical, this book enables you to create and sustain a leadership team whose members learn from one another while collaborating to pursue your company's objectives.
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Followership: How Followers Are Creating Change and Changing Leaders
Barbara Kellerman (2008)
This groundbreaking volume provides the first sweeping view of followers in relation to their leaders, deliberately departing from the leader-centric approach that dominates our thinking about leadership and management. Barbara Kellerman argues that, over time, followers have played increasingly vital roles. For two key reasons, this trend is now accelerating. Followers are becoming more important, and leaders less. Through gripping stories about a range of people and places—from multinational corporations such as Merck, to Nazi Germany, to the American military after 9/11—Kellerman makes key distinctions among five different types of followers: Isolates, Bystanders, Participants, Activists, and Diehards. And she explains how they relate not only to their leaders but also to each other. Thanks to "Followership," we can finally appreciate the ways in which those with relatively fewer sources of power, authority, and influence are consequential. Moreover, they are getting bolder and more strategic. As Kellerman makes crystal clear, to fixate on leaders at the expense of followers is to do so at our peril. The latter are every bit as important as the former, which makes this book required reading for superiors and subordinates alike.
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The Powers to Lead
Joseph S. Nye, Jr. (2008)
What qualities make a leader succeed in business or politics? In an era when the information revolution has dramatically changed the playing field, when old organizational hierarchies have given way to fluid networks of contacts, and when mistrust of leaders is on the rise, our ideas about leadership are clearly due for redefinition.

With The Powers to Lead, Joseph S. Nye, Jr. offers a sweeping look at the nature of leadership in today's world, in an illuminating blend of history, business case studies, psychological research, and more. As he observes, many now believe that the more authoritarian and coercive forms of leadership--the hard power approaches of earlier military-industrial eras--have been largely supplanted in postindustrial societies by soft power approaches that seek to attract, inspire, and persuade rather than dictate. Nye argues, however, that the most effective leaders are actually those who combine hard and soft power skills in proportions that vary with different situations. He calls this smart power. Drawing examples from the careers of leaders as disparate as Gandhi, Churchill, Lee Iacocca, and George W. Bush, Nye uses the concept of smart power to shed light on such topics as leadership types and skills, the needs and demands of followers, and the nature of good and bad leadership in terms of both ethics and effectiveness. In one particularly instructive chapter, he looks in depth at contextual intelligence--the ability to understand changing environments, capitalize on trends, and use the flow of events to implement strategies.

Thoroughly grounded in the real world, rich in both analysis and anecdote, The Powers to Lead is sure to become a modern classic, a concise and lucid work applicable to every field, from small businesses and nonprofit organizations to nations on the world stage.
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Women & Leadership: The State of Play and Strategies for Change
Barbara Kellerman (2007)
Women and Leadership brings together in one comprehensive volume preeminent scholars from a range of disciplines to address the challenges involving women and leadership. These experts explore when and how women exercise power and what stands in their way. This groundbreaking volume offers readers an informed analysis of the state of women and leadership and offers the most informed and current thinking on: the perils of stereotypes, the importance of leadership style, gender differences in the decision to seek leadership roles, lessons from women leaders, “Opt out” patterns and the need for flexible career paths, global inequalities and initiatives, and strategies that get women to the top. Women and Leadership is indispensable for understanding recent progress toward equal opportunity and the challenges that remain.
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Five Minds for the Future
Howard Gardner (2007)
We live in a time of vast changes. And those changes call for entirely new ways of learning and thinking. In "Five Minds for the Future," Howard Gardner defines the cognitive abilities that will command a premium in the years ahead: the Disciplinary mind—mastery of major schools of thought (including science, mathematics, and history) and of at least one professional craft; the Synthesizing mind—ability to integrate ideas from different disciplines or spheres into a coherent whole and to communicate that integration to others; the Creating mind—capacity to uncover and clarify new problems, questions, and phenomena; the Respectful mind—awareness of and appreciation for differences among human beings and human groups; and the Ethical mind—fulfillment of one's responsibilities as a worker and citizen. World-renowned for his theory of multiple intelligences, Gardner takes that thinking to the next level in this book, drawing from a wealth of diverse examples to illuminate his ideas. Concise and engaging, "Five Minds for the Future" will inspire lifelong learning in any reader and provide valuable insights for those charged with training and developing organizational leaders—both today and tomorrow.
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Real Leadership: Helping People and Organizations Face Their Toughest Challenges
Dean Williams (2005)
Too many organizations today play follow the leader: the commander articulates a vision and people uncritically go along with it. But this style of leadership is ultimately ineffective and even dangerous. It hampers people's ability to anticipate and react to changing circumstances. And if the leader's vision is flawed, the entire organization will suffer.

In Real Leadership, Dean Williams argues that the true task of the leader is to get people to face the reality of any situation themselves and develop strategies to deal with problems or take advantage of opportunities. Leaders who are responsible with their power and authority don't dictate; they help people determine what shifts in their values, habits, practices and priorities will be needed to accommodate changing conditions and new demands.

Williams details how to apply this new approach to six different challenges that every organization faces. Throughout, he uses examples from his own experiences working with organizations as diverse as the government of Singapore, Aetna Life and Casualty, and the nomadic Penan tribe in Borneo as well as historical examples and the insights gleaned from his many interviews with presidents, prime ministers, and business leaders to demonstrate the practical application of real leadership in the real world. At a time when so many "visionary" leaders have led their organizations to disaster, Real Leadership offers a needed, proven alternative.
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Restoring Trust in American Business
Edited by Jay W. Lorsch, Leslie Berlowitz and Andy Zelleke (2005)
Recent business scandals point to a disturbing breakdown of values in corporate America. This book responds to the crisis by examining the responsibilities of "gatekeepers"—corporate directors, regulators, auditors, lawyers, investment bankers, and business journalists—who stand between corporate misconduct and the public. The essays, by prominent scholars and practitioners, argue that market pressures have made gatekeepers too focused on financial self-interest and too heedless of the public good to live up to society's legitimate expectations. A key part of the book is a set of recommendations for enhancing gatekeeper professionalism. These range from specific steps for improving boards of directors to a call for the investment banking community to establish a uniform code of conduct and articulate its obligations to the investing public.

This book grew out of the Corporate Responsibility Project undertaken by the American Academy of Arts and Sciences. The contributors come from institutions ranging from Wall Street and the nation's leading law and business schools to the AFL-CIO; they include such prominent figures as John S. Reed of the New York Stock Exchange, investment banker Felix Rohatyn, corporate lawyer Martin Lipton, and media commentator and professor of journalism Geneva Overholser.
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Bad Leadership: What It Is, How It Happens, Why It Matters
Barbara Kellerman (2004)
How is Saddam Hussein like Tony Blair? Or Kenneth Lay like Lou Gerstner? Answer: They are, or were, leaders. Many would argue that tyrants, corrupt CEOs, and other abusers of power and authority are not leaders at all—at least not as the word is currently used. But, according to Barbara Kellerman, this assumption is dangerously naive. A provocative departure from conventional thinking, Bad Leadership compels us to see leadership in its entirety. Kellerman argues that the dark side of leadership—from rigidity and callousness to corruption and cruelty—is not an aberration. Rather, bad leadership is as ubiquitous as it is insidious—and so must be more carefully examined and better understood. Drawing on high-profile, contemporary examples—from Mary Meeker to David Koresh, Bill Clinton to Radovan Karadzic, Al Dunlap to Leona Helmsley—Kellerman explores seven primary types of bad leadership and dissects why and how leaders cross the line from good to bad. The book also illuminates the critical role of followers, revealing how they collaborate with, and sometimes even cause, bad leadership. Daring and counterintuitive, Bad Leadership makes clear that we need to face the dark side to become better leaders and followers ourselves. Barbara Kellerman is research director of the Center for Public Leadership and a lecturer in public policy at the Kennedy School of Government, Harvard University.
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Soft Power: The Means to Success in World Politics
Joseph S. Nye, Jr. (2004)
Joseph Nye coined the term "soft power" in the late 1980s. It is now used frequently—and often incorrectly—by political leaders, editorial writers, and academics around the world. So what is soft power? Soft power lies in the ability to attract and persuade. Whereas hard power—the ability to coerce—grows out of a country's military or economic might, soft power arises from the attractiveness of a country's culture, political ideals, and policies.

Hard power remains crucial in a world of states trying to guard their independence and of non-state groups willing to turn to violence. It forms the core of the Bush administration's new national security strategy. But according to Nye, the neo-conservatives who advise the president are making a major miscalculation: They focus too heavily on using America's military power to force other nations to do our will, and they pay too little heed to our soft power. It is soft power that will help prevent terrorists from recruiting supporters from among the moderate majority. And it is soft power that will help us deal with critical global issues that require multilateral cooperation among states. That is why it is so essential that America better understands and applies our soft power. This book is our guide.
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Changing Minds: The Art and Science of Changing Our Own Mind and Other People's Minds
Howard Gardner (2004)
Minds are exceedingly hard to change. Ask any advertiser who has tried to convince consumers to switch brands, any CEO who has tried to change a company's culture, or any individual who has tried to heal a rift with a friend. So many aspects of life are oriented toward changing minds—yet this phenomenon is among the least understood of familiar human experiences. Now, eminent Harvard psychologist Howard Gardner, whose work has revolutionized our beliefs about intelligence, creativity, and leadership, offers an original framework for understanding exactly what happens during the course of changing a mind—and how to influence that process. Drawing on decades of cognitive research and compelling case studies—from famous business and political leaders to renowned intellectuals and artists to ordinary individuals—Gardner identifies seven powerful factors that impel or thwart significant shifts from one way of thinking to a dramatically new one. Whether we are attempting to change the mind of a nation or a corporation, our spouse's mind or our own, this book provides insights that can broaden our horizons and improve our lives. Howard Gardner is the John H. and Elisabeth A. Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education and senior director of Harvard Project Zero. The recipient of a MacArthur Prize Fellowship and 20 honorary degrees, he is the author of more than 20 books.
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Predictable Surprises: The Disasters You Should Have Seen Coming, and How to Prevent Them
Max Bazerman & Michael Watkins (2004)
Were the earth-shattering events of September 11, 2001 predictable, or were they a surprise? What about the collapse of Enron in bankruptcy and scandal? Max Bazerman and Michael Watkins argue that they were actually "predictable surprises"—disastrous examples of the failure to recognize potential tragedies and actively work to prevent them. Disturbingly, this dangerous phenomenon has its roots in universal human and organizational tendencies that leave no individual or company immune. In this riveting book, Bazerman and Watkins, leading experts in managerial decision making, show that many disasters are preceded by clear warning signals that leaders either miss—or purposely ignore. They explain the cognitive, organizational, and political biases that make predictable surprises so common in business and society and outline six danger signals that suggest a predictable surprise may be imminent. They also provide a systematic framework that leaders can use to recognize and prioritize brewing disasters and mobilize their organizations to prevent them. Filled with vivid accounts of predictable surprises in business and society across public and private sectors, this book highlights a phenomenon that holds grave consequences—and challenges leaders to find the courage to act before it's too late. Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at Harvard Business School. Michael D. Watkins is an associate professor of business administration in the Negotiation, Organizations & Markets unit at Harvard Business School.
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Leadership on the Line: Staying Alive through the Dangers of Leading
Ronald Heifetz & Marty Linsky (2002)
To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disturbing the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership authorities Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether parent or politician, CEO or community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.
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The Paradox of American Power: Why the World's Superpower Can't Go It Alone
Joseph S. Nye, Jr. (2001)
What role should America play in the world? What key challenges face us in the century to come, and how should we define our national interests? These questions have been given electrifying new significance in the wake of the terrorist attack of September 11, 2001.

Not since Rome has any nation had so much economic, cultural, and military power, but that power is still not enough to solve global problems like terrorism, environmental degradation, and the proliferation of weapons of mass destruction without involving other nations. In The Paradox of American Power, Joseph S. Nye, Jr. focuses on the rise of these and other new challenges and explains clearly why America must adopt a more cooperative engagement with the rest of the world.

The threat of terrorism, Nye argues, is merely the most alarming example of why we must engage in constructive relations with other nations weak and strong. Now more than ever, as technology spreads and non-governmental organizations ranging from transnational corporations to terrorists increase their power, American leadership must reorient itself toward the global community. Further, for many key issues—from international financial stability to drug smuggling and global climate change to terrorism—military power alone cannot ensure success and at times may undermine rather than enhance our objectives. Nye argues convincingly that in the coming century the U.S. will rely less on our military might and more on the power that derives from the appeal of our culture, values and institutions, what he calls our "soft power." But this soft power cannot flourish in a climate in which the U.S. is viewed as selfish and motivated only by self-interest.

The Paradox of American Power contains the essential roadmap for maintaining America's power and reducing its vulnerability in the years to come. Sure to be controversial, it's a must read for anyone wishing to understand the complicated world in which we suddenly find ourselves.
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Eyewitness to Power: The Essence of Leadership, Nixon to Clinton
David Gergen (2000)
From Nixon to Clinton, Watergate to Whitewater, few Americans have observed the ups and downs of presidential leadership more closely over the past thirty years than David Gergen. A White House adviser to four presidents, both Republican and Democrat, he offers a vivid, behind-the-scenes account of their struggles to exercise power and draws from them key lessons for leaders of the future.

As the twenty-first century opens, Gergen argues, a new golden age may be dawning in America, but its realization will depend heavily upon the success of a new generation at the top. Drawing upon all his many experiences in the White House, he offers seven key lessons for leaders of the future. What they must have, he says, are: inner mastery; a central, compelling purpose rooted in moral values; a capacity to persuade; skills in working within the system; a fast start; a strong, effective team; and a passion that inspires others to keep the flame alive.

Eyewitness to Power is a down-to-earth, authoritative guide to leadership in the tradition of Richard Neustadt's Presidential Power and the Modern Presidents.
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Leadership Without Easy Answers
Ronald Heifetz (1994)
The economy uncertain, education in decline, cities under siege, crime and poverty spiraling upward, international relations roiling: we look to leaders for solutions, and when they don't deliver, we simply add their failure to our list of woes. In doing do, we do them and ourselves a grave disservice. We are indeed facing an unprecedented crisis of leadership, Ronald Heifetz avows, but it stems as much from our demands and expectations as from any leader's inability to meet them. His book gets at both of these problems, offering a practical approach to leadership for those who lead as well as those who look to them for answers. Fitting the theory and practice of leadership to our extraordinary times, the book promotes a new social contract, a revitalization of our civic life just when we most need it. Drawing on a dozen years of research among managers, officers, and politicians in the public realm and the private sector, among the nonprofits, and in teaching, Heifetz presents clear, concrete prescriptions for anyone who needs to take the lead in almost any situation, under almost any organizational conditions, no matter who is in charge, His strategy applies not only to people at the top but also to those who must lead without authority—activists as well as presidents, managers as well as workers on the front line.
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The Political Presidency: Practice of Leadership from Kennedy through Reagan
Barbara Kellerman (1984)
How presidents lead—or fail to—is the central concern of this pointed analysis of political leadership in America. Beginning with a solid theoretical examination of the political leadership, Kellerman moves on to assess the nature of presidential power under America's six most recent administrations and considers the way each president handled the most important item on his domestic agenda.
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