An “original and moving” (The New York Times Book Review), “must-read” (People) portrait of an unforgettable, patrician Manhattan family and the tangled nature of inheritance and legacy, from the author of Like Mother, Like Mother “An absorbing page-turner, full of sex and secrets . . . I loved getting to know the entire Falkes clan.”—New York Times bestselling author Emma Straub AN NPR BEST BOOK OF THE YEAR When English-born lawyer Rupert Falkes dies, his wife and five adult sons are bereft—even more so when six months later, their grieving is interrupted by an unknown woman suing Rupert’s estate, claiming that he was also the father to her two sons. The Falkes brothers are pitched into turmoil, at once missing their father and feeling betrayed by him. In disconcerting contrast, their mother, Eleanor, is cool and calm, showing preternatural composure. Eleanor and Rupert had made an admirable life together, and they were proud of their handsome, talented sons: Harry, a brash law professor; Will, a savvy Hollywood agent; Sam, an astute doctor and scientific researcher; Jack, a jazz trumpet prodigy; Tom, a public-spirited federal prosecutor. The brothers see their identity and success as inextricably tied to family loyalty—a loyalty they always believed their father shared. Struggling to reclaim their identity, the brothers find Eleanor’s sympathy toward the woman and her sons confounding, and they begin to question whether they knew either of their parents at all.

Reading these various non-technical articles is undeniably valuable for any person (teachers, executives, students) who is concerned about the behaviour of major companies managers in the context of globalisation and economy liberalisation. Gestion 2000 A profoundly important book for scholars and leaders alike that makes a vital timely contribution to the behavioral perspectives on leadership and governance. Doh and Stumpf, along with their world-renowned contributors, apply solidly anchored academic wisdom to offer fresh ideas on restoring faith in the integrity of American enterprise. Jeffrey Sonnenfeld, Yale School of Management, President and CEO, Chief Executive Leadership Institute and author of Leadership and Governance From The Inside Out Ethics, social responsibility, leadership, governance. These terms are heard in the classroom, in the boardroom, and viewed on the front page of newspapers and magazines. Yet serious attention to the relationships among these concepts is lacking. Although commitments to leadership, ethics, and social responsibility are evident, individuals and companies are falling short in combining these duties into policies and cultures that guide behavior and decisions. The missing element is a broad-based and integrated approach to responsible leadership and governance. This volume provides the leading thinking on these issues and includes a discussion of emerging areas that require future attention. The contributors leading scholars in the fields of leadership, governance and social responsibility summarize the state of the literature, identify complementary insights and perspectives, discuss areas of conflict and disagreement, and include a provocative and stimulating agenda for further investigation. They point up practical consequences of these perspectives in light of developments that have exposed the shortcomings in practice. Several contributors focus specifically on the challenges faced by global companies in developing and maintaining leadership and governance practices that are responsive to different national institutional and cultural settings. Thorough coverage and insightful discussion make this an essential reference for scholars and students of leadership, corporate responsibility and professional ethics, as well as for all those directly responsible for establishing the ethical codes and practices of their organizations.

The first comprehensive study in more than forty years to explain congressional leadership selection How are congressional party leaders chosen? In the first comprehensive study since Robert Peabody's classic Leadership in Congress, political scientists Matthew Green and Douglas Harris draw on newly collected data about U.S. House members who have sought leadership positions from the 1960s to the present--data including whip tallies, public and private vote commitments, interviews, and media accounts--to provide new insights into how the selection process truly works. Elections for congressional party leaders are conventionally seen as a function of either legislators' ideological preferences or factors too idiosyncratic to permit systematic analysis. Analyzing six decades' worth of information, Harris and Green find evidence for a new comprehensive model of vote choice in House leadership elections that incorporates both legislators' goals and their connections with leadership candidates. This study will stand for years to come as the definitive treatment of a crucial aspect of American politics.

Reprint of the original, first published in 1857.