How senior leaders can re-connect to the emerging leaders hidden intheir organizations A sea change has taken place throughout the culture ofleadership; today’s emerging leaders are "opting out" of thesame positions their predecessors coveted in years past. But manysenior managers trained in traditional leadership still hang ontooutdated approaches of command and control despite how muchthey’ve heard about "empowerment" and inclusion. At the coreof this book is the fictional suspense story of BrookremeCorporation, whose leaders are challenged to chart a course to aglobal future, navigating relational land mines along the way. Withboth story telling and hard research, Leadership Divided reconnectsgenerations and instructs both senior and emerging leaders on howthe relationships of the future will be the path to revolutionaryperformance. Ron A. Carucci (Seattle, WA) is a founding partner with PassagesConsulting, LLC, where he works with CEOs and senior executives inpursuit of profound organizational change and executive leadershipcapability. He is Graduate Professor of Leadership at Mars HillGraduate School in Seattle. He is also faculty member at FordhamUniversity, serving as Associate Professor of OrganizationalBehavior, and has served as an adjunct at the Center for CreativeLeadership. His clients have included Edward Jones Investments,Bristol-Myers Squibb, Amgen, McDonald’s, PepsiCo, GatesCorporation, Accenture, and many others.

How senior leaders can re-connect to the emerging leaders hidden in their organizations A sea change has taken place throughout the culture of leadership; today’s emerging leaders are "opting out" of the same positions their predecessors coveted in years past. But many senior managers trained in traditional leadership still hang onto outdated approaches of command and control despite how much they’ve heard about "empowerment" and inclusion. At the core of this book is the fictional suspense story of Brookreme Corporation, whose leaders are challenged to chart a course to a global future, navigating relational land mines along the way. With both story telling and hard research, Leadership Divided reconnects generations and instructs both senior and emerging leaders on how the relationships of the future will be the path to revolutionary performance. Ron A. Carucci (Seattle, WA) is a founding partner with Passages Consulting, LLC, where he works with CEOs and senior executives in pursuit of profound organizational change and executive leadership capability. He is Graduate Professor of Leadership at Mars Hill Graduate School in Seattle. He is also faculty member at Fordham University, serving as Associate Professor of Organizational Behavior, and has served as an adjunct at the Center for Creative Leadership. His clients have included Edward Jones Investments, Bristol-Myers Squibb, Amgen, McDonald’s, PepsiCo, Gates Corporation, Accenture, and many others.

Political science research, especially in recent times, has recognized the centrality of party and executive leaders and their individual characteristics. The attention has been mostly directed towards individual leadership. However, one-chief leadership is not the only existing model of party governance, and some recent developments seem to have put forms of collective leadership into the spotlight. Two parties that have recently achieved remarkable electoral results, the Italian Five Star Movement and the German Alliance 90/The Greens, can be considered examples of alternative models of leadership. This book calls for a deep and systematic analysis of cases of parties in which powers and responsibilities appear to be shared among different individuals rather than being concentrated in the hands of just one leader. Drawing on the literature of organization and management theory, the book fills a gap in the literature of political science by developing a theoretical framework that may provide researchers with the tools for proceeding with the analysis of cases of party collective leadership. To illustrate their approach, the authors have selected three cases – the German Greens, Alternative for Germany, and the Five Star Movement in Italy – that show significant variation across types of collective leadership. The outcome of the empirical analysis contributes to a better knowledge of the nature and functioning of party leadership as well as raises questions that could be further addressed in future research.

Great moral leaders inspire, challenge, and unite us--even in a time of deep divisions. Moral Leadership for a Divided Age explores the lives of fourteen great moral leaders and the wisdom they offer us today. Through skillful storytelling and honest appraisals of their legacies, we encounter exemplary human beings who are flawed in some ways, gifted in others, but unforgettable all the same. The authors tell the stories of remarkable leaders, including Ida B. Wells-Barnett, William Wilberforce, Harriet Tubman, Florence Nightingale, Mohandas Gandhi, Malala Yousafzai, Martin Luther King Jr., Nelson Mandela, Oscar Romero, Pope John Paul II, Elie Wiesel, Mother Teresa, Abraham Lincoln, and Dietrich Bonhoeffer. Short biographies of each leader combine with a tour of their historical context, unique faith, and lasting legacy to paint a vivid picture of moral leadership in action. Exploring these lives makes us better leaders and people and inspires us to dare to change our world.

enable incumbent and emerging leaders to thrive together Today, generational differences are impacting the workplace to an unprecedented degree. The ability to build bridges between leaders of generational differences has never been more essential. The Bridging the Leadership Divide Facilitator's Guide provides a well informed, engaging, and safe program in which leaders can explore both the difficult and the inspiring questions of how to work effectively with multi-generational leadership relationships in the organization. This workshop will help facilitators: Connect leaders of different generations by helping them understand patterns of relationship that help or hinder connection Explore patterns within the participants' own organization that may enable or prevent cross-generational relationships from thriving Increase leaders' awareness of their own biases, limitations, and orientation to connecting with others of different generations This comprehensive package includes the Facilitator's Guide, with several case studies, interactive lecturettes, and group exercises. The package also includes an Incumbent Leader's Self-Assessment, an Emerging Leader's Self-Assessment, a sample Participant Workbook, a complete set of PowerPoint slides, and a flash drive containing an electronic copy of the workshop materials. "Full of insightful and practical tools and ideas that will empower the HR community to reconnect generations in their own organizations."—Charlene Binder, Senior Vice President, Chief People Officer, The Hershey Company "A powerful, timely toolkit [that] provides the clear path toward achieving the otherwise impossible."—Chris Deaver, Co-Founder of GenNext, Employee Resource Group. Dell, Inc. and Co-Founder, International Mentoring Network Organization includes flash drive With Slide Deck and Electronic Facilitator's Guide

Taking the Initiative shows that majority party leaders in Congress have set and successfully pushed their own policy agendas for decades--revealing the 'Contract With America' as only the most recent, and certainly not the most successful, example of independent policy making. Cutting deeply into the politics and personalities of three decades of party leadership, John B. Bader probes the strategies and evaluates the effectiveness of House and Senate leaders operating in a divided government, when Congress and the presidency are controlled by different political parties. He provides a historical context for analyzing the"Contract" and shows that aggressive agenda-setting has long been a regular feature of majority party leadership. Bader interviewed more than seventy congressional leaders, staff members, party officials, and political consultants, including speakers Thomas "Tip" O'Neill and Jim Wright, for this book. He supplemented these interviews with research in largely unexplored archival materials such as press conference transcripts, notes from White House leadership meetings, and staff memoranda on strategy.