Negotiating in the Leadership Zone expertly addresses the question: How do leaders become better negotiators? Much has been written about leadership, and negotiating skills have long been the subject of academics and business consultants. This book successfully brings negotiation and leadership together for the first time, building separate insights about them into practical, applied lessons and tools that can be used immediately. Leaders will find unique cases, examples, and insights for high-stakes and routine negotiations alike. Mixng a readable, non-jargon approach with real-world stories and wide applicability, the author's use of 50+ years of experience as a business owner, negotiation consultant, and teacher to convey the fundamental logic and strategies underlying negotiations. The results are more than convincing. - Draws upon 50+ years of the authors' relevant experience to teach leaders the logic and strategy behind successful negotiations - Connects research and principles to actual events via short vignettes and extended case studies - Features website tools, tips, stories, and video lessons on effective negotiating - Encourages the leader in every reader

This book examines the central role of negotiation in gaining, exercising, and retaining leadership within organizations, large and small, public and private. Its aim is to instruct readers on the way to use negotiation to lead effectively. For far too long conventional wisdom has proposed that strong leaders refuse to negotiate, viewing negotiation as a sign of weakness. Leading people requires charisma, vision, and a commanding presence, not the tricks for making deals. For many executives, negotiation is a tool to use outside the organization to deal with customers, suppliers, and creditors. Inside the organization, it’s strictly “my way or the highway.” Salacuse explains that leaders can increase their effectiveness by using negotiation in each of the three phases of the leadership lifecycle: 1) leadership attainment, 2) leadership action; and 3) leadership preservation and loss. Drawing on experience in wide variety of settings, including the author’s own leadership positions, the book will examine high profile leadership cases such as the rise and fall of Carly Fiorina at Hewlett-Packard, the skillful negotiations by Warren Buffet to save Salomon Brothers from extinction, and the successful efforts by the partners at Goldman Sachs to negotiate a new vision and direction for that financial giant. Leaders and managers should pick up this book to learn how effective negotiation is essential to both gaining and exercising leadership and to overcoming threats to a leader’s position.

In this 2006 book, Jonas Tallberg offers a novel perspective on some of the most fundamental questions about international cooperation and European Union politics. Offering the first systematic theoretical and empirical exploration of the influence wielded by chairmen of multilateral negotiations, Tallberg develops a rationalist theory of formal leadership and demonstrates its explanatory power through carefully selected case studies of EU negotiations. He shows that the rotating Presidency of the EU constitutes a power platform that grants governments unique opportunities to shape the outcomes of negotiations. His provocative analysis establishes that Presidencies, while performing vital functions for the EU, simultaneously exploit their privileged political position to favour national interests. Extending the scope of the analysis to international negotiations on trade, security and the environment, Tallberg further demonstrates that the influence of the EU Presidency is not an isolated occurrence but the expression of a general phenomenon in world politics - the power of the chair.

This book presents the first comprehensive analysis of the major treaty reforms over the past two decades, to consider whether the path from the Single European Act in 1985 to the present Constitutional Treaty has been pushed by the Franco-German tandem, or has been the result of leadership provided the Commission or smaller member states.

Many scholars have ignored the concept of ‘national interest†simply because no logical, systematic means of dealing with this key aspect of international politics has been available. A new approach to defining national interest forms the basis for this study of presidential decisions on U.S. involvement in foreign wars. Professor Nuechterlein looks at various crisis situations to determine what defense, economic, world order, and ideological interests are at stake; he identifies sixteen cost/risk and value factors that affect the U.S. view of which interest is most vital in a given situation. In any dispute, it is the interest that is considered vital—too important to compromise—that is the key element in crisis decisions. Professor Nuechterlein uses his analytical framework to examine the ways Presidents Wilson, Roosevelt, Truman, Johnson, and Nixon perceived the national interest when making their decisions to begin or extend U.S. war involvement. He assesses the value of National Security Council participation in the decision-making process and presents case-study analyses of three imminent U.S. foreign policy concerns—Quebec’s possible separation from Canada, the Panama Canal Treaty, and the potential for race war in South Africa—with an epilogue on the challenges facing Carter. The author suggests that the most important U.S. national interest in the future will be economic, with energy conservation a top priority.

Community Leadership is a guide that provides and offers advice to individuals on how to become a part of the solution within the workplace, the home, as part of our education system, and as citizens. The guide is designed in small sections that allow the reader to read them quickly during breaks, lunch, seminars or training sessions, etc. The Topics are also great for facilitating discussions which allow group intervention and solution based developments.