Seattle's Gang of Four changed the face of the city in the 1960s, '70s, and '80s by bringing four ethnic groups together in battle against city powerbrokers over development, poverty, fishing rights, and gentrification. The four leaders learned quickly that working together provided greater results than working apart. This is the story of a powerful political alliance and lifelong friendships forged through sit-ins, protest rallies, and other acts of civil disobedience. "We got very good at occupying buildings," remarked one of the Gang. Bob Santos and Gary Iwamoto recall how a Native American, Asian American, African American, and Mexican American came together to fight for their neighborhoods and their people. Bob Santos has spent most of his life in the International District of Seattle. He grew up in the N.P. Hotel with his widowed father, Sammy Santos, a professional prizefighter. He was hired in 1972 to lead the International District Improvement Association (Inter*Im). During his tenure at Inter*Im, Santos organized property owners, businesses, residents, and activists from the Asian American community to preserve the neighborhood and build new housing. Gary Iwamoto is a regular contributing writer for the International Examiner, an Asian Pacific Islander community newspaper. He has written several plays, notably Miss Minidoka 1943, which was produced by the Northwest Asian American Theater. He and Bob Santos also wrote Humbows, Not Hot Dogs in 2002.

What are the qualities that make a good leader? 4 Leaders examines the activities of four polar explorers: Nansen, Scott, Shackleton and Amundsen; four men who are feted as heroes of Polar exploration, and inspired a generation of explorers. In particular, we learn about the judgements made as leaders of expeditions. All four men undertook perilous adventures and were challenged by the unknown in the most hostile and lonely environments on earth. Theirs was not a world with GPS or sophisticated digital equipment. They went into the unknown with the risk that they would never be seen or heard from again. They had no lifeline with civilisation and the decisions they made resulted in life or death. True leadership demands an extraordinary ability to foresee the consequences of one's decisions and 4 Leaders examines how different people in different situations managed their role as leader. A fascinating look into the world of Polar exploration and the men who dared to venture where no one else had.

On June 23, 2008, President George W. Bush nominated Ann Dunwoody as a four-star general in the US Army-the first time a woman had ever achieved that rank. The news generated excitement around the world. Now retired after nearly four decades in the Army, Dunwoody shares what she learned along the way, from her first command leading 100 soldiers to her final assignment, in which she led a 60 billion enterprise of over 69,000 employees, including the Army's global supply chain in support of Iraq and Afghanistan. What was the driving force behind Dunwoody's success? While her talent as a logistician and her empathy in dealing with fellow soldiers helped her rise through the ranks, Dunwoody also realized that true leaders never stop learning, refining, growing, and adapting. In A Higher Standard, Dunwoody details her evolution as a soldier and reveals the core leadership principles that helped her achieve her historic appointment. Dunwoody's strategies are applicable to any leader, no matter the size or scope of the organization. They include lessons such as "Never Walk by a Mistake," a mandate to recognize when something is wrong, big or small, and to hold people accountable. Not only can this save billions for industry, it can sometimes save the lives of soldiers and citizens. She also advises that "Leaders Aren't Invincible-Don't Try to Be": to be our best, we have to acknowledge our worst. And she encourages readers to "Leverage the Power of Diversity" by creating teams of people from different backgrounds to provide a broad range of ideas and devise the best-informed decisions. With these and other guiding principles, A Higher Standard offers practical, tactical advice that everyone can use to lead and achieve with maximum success.

In this fifth edition of the bestselling text in organizational theory and behavior, Bolman and Deal’s update includes coverage of pressing issues such as globalization, changing workforce, multi-cultural and virtual workforces and communication, and sustainability. A full instructor support package is available including an instructor’s guide, summary tip sheets for each chapter, hot links to videos & extra resources, mini-assessments for each of the frames, and podcast Q&As with Bolman & Deal.

"A great read for anyone who is trying to live the 7 habits at work." - Dr. Stephen R. Covey Do you know how to lead people? This is the toughest act required of every supervisor, manager, executive, and CEO. In the face of leadership challenges and increasing pressure to produce results, here is proven guidance for achieving the highest possible performance from your workers-both collectively and individually. Neither abdicating nor dominating, but truly empowering workers is the key. Peer into this newly expanded edition of The Leader's Window to: - Build and maintain high-performance teams to guarantee long-term success - Expose seven teamwork myths, and revise tactics accordingly - Meet the needs of the people you work for and the people who work for you It's not easy being a leader, but it is possible to achieve greatness and support long-term success even at the frenetic pace of business as we now encounter it. This book will show you how.

From Pulitzer Prize–winning author and esteemed presidential historian Doris Kearns Goodwin, an invaluable guide to the development and exercise of leadership from Abraham Lincoln, Theodore Roosevelt, Lyndon B. Johnson, and Franklin D. Roosevelt. The inspiration for the multipart HISTORY Channel series Abraham Lincoln and Theodore Roosevelt. “After five decades of magisterial output, Doris Kearns Goodwin leads the league of presidential historians” (USA TODAY). In her “inspiring” (The Christian Science Monitor) Leadership, Doris Kearns Goodwin draws upon the four presidents she has studied most closely—Abraham Lincoln, Theodore Roosevelt, Franklin D. Roosevelt, and Lyndon B. Johnson (in civil rights)—to show how they recognized leadership qualities within themselves and were recognized as leaders by others. By looking back to their first entries into public life, we encounter them at a time when their paths were filled with confusion, fear, and hope. Leadership tells the story of how they all collided with dramatic reversals that disrupted their lives and threatened to shatter forever their ambitions. Nonetheless, they all emerged fitted to confront the contours and dilemmas of their times. At their best, all four were guided by a sense of moral purpose. At moments of great challenge, they were able to summon their talents to enlarge the opportunities and lives of others. Does the leader make the times or do the times make the leader? “If ever our nation needed a short course on presidential leadership, it is now” (The Seattle Times). This seminal work provides an accessible and essential road map for aspiring and established leaders in every field. In today’s polarized world, these stories of authentic leadership in times of apprehension and fracture take on a singular urgency. “Goodwin’s volume deserves much praise—it is insightful, readable, compelling: Her book arrives just in time” (The Boston Globe).

Understand the "why" and "how" behind legendary leaders by using the new science of mindfulness to reclaim your confidence.