Other books that might interest you

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  The Rise and Decline of Nations...

  Mancur Olson, Edward L. Glaeser

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  The updated edition of Mancur Olson's award-winning book The Rise and Decline of Nations.

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  The Corner Office -...

  Adam Bryant

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  Dozens of top CEOs reveal their candid insights on the keys to effective leadership and the qualities that set high performers apartWhat does it take to reach the top in business and to inspire others? Adam Bryant of The New York Times decided to answer this and other questions by sitting down with more than seventy CEOs and asking them how they do their jobs and the most important lessons they learned as they rose through the ranks. Over the course of extraordinary interviews, they shared memorable stories and eye-opening insights.The Corner Office draws together lessons from chief executives such as Steve Ballmer (Microsoft), Carol Bartz (Yahoo), Jeffrey Katzenberg (DreamWorks), and Alan Mulally (Ford), from which Bryant has crafted an original work that reveals the keys to success in the business world, including the five essential personality traits that all high performers exhibit—qualities that the CEOs themselves value most and that separate the rising stars from their colleagues. Bryant also demystifies the art of leadership and shows how executives at the top of their game get the most out of others.Leadership is not a one-size-fits-all skill, and these CEOs offer different perspectives that will help anyone who seeks to be a more effective leader and employee. For aspiring executives—of all ages—The Corner Office offers a path to future success.

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  1% Leadership - Master the Small...

  Andy Ellis

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  One of the most well-known and experienced cybersecurity leaders shares dozens of lessons and observations that anyone, at any stage of their career, can use to create a work culture of continuous improvement and strong leadership. Leadership development speaker & consultant Andy Ellis is the former CSO of Akamai, where he contributed to the creation of Akamai's billion‑dollar cybersecurity business. He now brings his speaking, consulting, and business knowledge to readers with 1% Leadership—based on the reality that real-world leadership is messy and complicated; it rarely fits into an acronym or a dogmatic overarching philosophy. Ellis says that there are no “irrefutable laws” of leadership or power; there is no secret. As a result, 1% Leadership does not provide one path to leadership—it provides dozens of practical lessons that anyone, at any stage of their career, can use continuously make tiny “1% at a time” improvements. 1% Leadership is a handy guidebook that business readers can regularly apply to identify blind spots, boost morale (both personal and among teams and organizations), and solve problems at work. Readers can spend a few minutes each Monday morning to focus on one lesson for their leadership development—perhaps that lesson only improves their performance by 1%; but it’s those accumulated 1% improvements that separate the best leaders from everyone else.  Lessons include: To engage in the present, be of two minds about the future.  Worrying about failure will make success even more unlikely. Only by engaging in the present with that worry set aside can we find the path to success. Four days of great work now are rarely more important than four months of good work down the road.  Show that long-term wellness matters. Performance development should be applied to every person on your team. Rather than treating the performance process as a way to identify and document poor performers, create a process that aims to improve and develop every person on your team.

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  The Virtual Manager -...

  Kevin Sheridan

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  The mere suggestion of employees working from home is enough to make many managers sweat. Faced with the prospect of managing an employee they can’t even see, many discover that their managerial style just doesn’t work anymore. As an increasing number of jobs can be executed from home, managers must learn how to adapt their leadership style to cater to remote employees.Based on years of research, The Virtual Manager provides any manager with the tools he or she needs to successfully work with virtual employees. Trust us: it’s not like managing office-bound employees! This book is a tell-all user manual for a new generation of managers.To stay competitive in a global marketplace, it is essential to incorporate virtual employees into talent management strategy. The Virtual Manager arms managers with the knowledge they need to be become effective virtual leaders, including actionable advice on how to:Leverage the top engagement drivers for virtual employeesDevelop or alter policies and procedures to fit virtual employees’ needsImpact business outcomes through a flexible work strategy

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  Leadership and the New Science -...

  Margaret Wheatley

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  Rapid change defines the world around us, requiring a more effective type of organization. New discoveries in biology, chaos theory, and quantum physics change our understanding of how the world works, and Margaret J. Wheatley shows us how the “new science” can lead to a powerful new view of the business world. Our world has become nonlinear and filled with constant transition, and this new understanding can be applied to the way we organize work, people, and our lives. Wheatley invites us to transform our way of thinking and adapt ourselves—and our companies—to the 21st century by offering a new way of thinking about organizations and leadership.

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  Bedtime Stories for Managers -...

  Henry Mintzberg

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  In forty-two succinct, surprising essays, legendary scholar Henry Mintzberg brings management down from the clouds and onto solid ground. 
   
   
  "Enough of heroic leadership, it's time for engaging management!" is the rallying cry from management and leadership giant Henry Mintzberg. He establishes this theme in the first story in the book, about the CEO of a failing airline who always flew comfortably in first class, blithely unaware of the terrible things happening with his customers in coach (in this case, being served famously inedible scrambled eggs). Managing can't be about sitting where you have become accustomed, insulating yourself--it has to be about eating the scrambled eggs. 
  So Mintzberg urges leaders to call their own call centers, work with their workers, expect extraordinary ideas from ordinary people. Be a keynote listener, not a keynote speaker. Don't say "top management" if you won't say "bottom management."  In this best-of collection from his popular, entertaining and irreverent blog, Mintzberg writes that he captures "a lifetime of learning about managing and organizing and strategizing, while getting out many of the ideas that I buried in obscure publications... If some strike you as outrageous, please understand that my most outrageous ideas tend to be my truest." This is Mintzberg at his most playful, but always with serious intent.

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