A brand new textbook that explores leadership from the perspective of collective leadership. It provides a brief historical background to the development of leadership as a discipline and then discusses the evolution and applications of collective leadership. Grounded in solid academic research, with topical real-work examples and case studies.

Combines in one volume classic works on servant-leadership and its relationship to the art of teaching and the act of learning.

Join the global movement that's making corporations more people-centric to achieve great results. The world is facing a global leadership crisis. Seventy-seven percent of leaders think they do a good job of engaging their people, yet 88 percent of employees say their leaders don't engage enough. There is also a high level of suffering in the workplace: 35 percent of employees would forgo a pay raise to see their leaders fired. This is an enormous waste of human talent--despite the fact that $46 billion is spent each year on leadership development. Based on extensive research, including assessments of more than 35,000 leaders and interviews with 250 C-level executives, The Mind of the Leader concludes that organizations and leaders aren't meeting employees' basic human needs of finding meaning, purpose, connection, and genuine happiness in their work. But more than a description of the problem, The Mind of the Leader offers a radical, yet practical, solution. To solve the leadership crisis, organizations need to put people at the center of their strategy. They need to develop managers and executives who lead with three core mental qualities: mindfulness, selflessness, and compassion. Using real-world inspirational examples from Marriott, Accenture, McKinsey & Company, LinkedIn, and many more, The Mind of the Leader shows how this new kind of leadership turns conventional leadership thinking upside down. It represents a radical redefinition of what it takes to be an effective leader--and a practical, hard-nosed solution to every organization's engagement and execution problems.

This open access book brings together works by specialists from different disciplines and continents to reflect on the nexus between leadership, spirituality and discernment, particularly with regard to a world that is increasingly volatile, uncertain, complex, and ambiguous (VUCA). The book spells out, first of all, what our VUCA world entails, and how it affects businesses, organizations, and societies as a whole. Secondly, the book develops new perspectives on the processes of leadership, spirituality, and discernment, particularly in this VUCA context. These perspectives are interdisciplinary in nature, and are informed by e.g. management studies, leadership theory, philosophy, and theology.

Shay was still angry but shrugged nonchalantly as if to say, it’s not that big of a deal. “So, what am I wrong about?” “You’re not going to want to hear this, but I have to tell you anyway.” Liam paused before finishing. “You might be working hard, but you’re not doing it for the company.” “What the hell does that mean?” Shay wanted to know. Knowing that his adversary might punch him for what he was about to say, Liam responded. “You’re doing it for yourself.” New York Times best-selling author Patrick Lencioni has written a dozen books that focus on how leaders can build teams and lead organizations. In The Motive, he shifts his attention toward helping them understand the importance of why they’re leading in the first place. In what may be his edgiest page-turner to date, Lencioni thrusts his readers into a day-long conversation between rival CEOs. Shay Davis is the CEO of Golden Gate Alarm, who, after just a year in his role, is beginning to worry about his job and is desperate to figure out how to turn things around. With nowhere else to turn, Shay receives some hard-to-swallow advice from the most unlikely and unwanted source—Liam Alcott, CEO of a more successful security company and his most hated opponent. Lencioni uses unexpected plot twists and crisp dialogue to take us on a journey that culminates in a resolution that is as unexpected as it is enlightening. As he does in his other books, he then provides a straightforward summary of the lessons from the fable, combining a clear explanation of his theory with practical advice to help executives examine their true motivation for leading. In addition to provoking readers to honestly assess themselves, Lencioni presents action steps for changing their approach in five key areas. In doing so, he helps leaders avoid the pitfalls that stifle their organizations and even hurt the people they are meant to serve.

What makes a good leader? Ten leaders, ten key virtues This readable distillation of the core common features of successful leaders shows how an individual's character, and especially their virtue, is the defining factor. Without these ten vital virtues, leadership becomes "misleadership." The authors, both renowned business ethicists, combine theory with fascinating biographical detail on exemplary leaders such as Abraham Lincoln, Winston Churchill, and Oprah Winfrey. The result is an accessible text on the ethics of leadership which, unlike many publications that claim to reveal the secrets of success as a leader, is informed by a wealth of exceptional academic experience.

Many people think leadership is a higher calling that resides exclusively with a select few who practice and preach big, complex leadership philosophies. But as this practical book reveals, what’s most important for leadership is principled consistency. Time and again, small things done well build trust and respect within a team. Using stories from his time at Netscape, Apple, and Slack, Michael Lopp presents a series of small but compelling practices to help you build leadership skills. You’ll learn how to create teams that are highly productive, highly respected, and highly trusted. Lopp has been speaking and writing about this topic for over a decade and now maintains a Slack leadership channel with over 13,000 members. The essays in this book examine the practical skills Lopp learned from exceptional leaders—as a manager at Netscape, a senior manager and director at Apple, and an executive at Slack. You’ll learn how to apply these lessons to your own experience.