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Preface

Part One: What Makes a Great Manager?

Chapter 1: Leadership Is Authenticity, Not Style - Bill George

Chapter 2: Credibility Is the Foundation of Leadership - James M. Kouzes and Barry Z. Posner

Chapter 3: Management vs. Leadership - Warren Bennis and Burt Nanus

Chapter 4: Rounding Out the Manager's Job - Henry Mintzberg

Chapter 5: The New Managerial Work - Rosabeth Moss Kanter

Chapter 6: The Post-Capitalist Executive: An Interview with Peter Drucker - T. George Harris

Part Two: Creating and Shaping the Work Environment

Chapter 7: Seven Practices of Successful Organizations - Jeffrey Pfeffer

Chapter 8: Hire the Right People - Edward E. Lawler III

Chapter 9: Managing the Interview Process - Richaurd Camp, Mary E. Vielhaber, and Jack L. Simonetti

Chapter 10: Employment Law from a Manager's Perspective - Dana M. Muir

Chapter 11: Pick Relevant Metrics - Douglas K. Smith

Chapter 12: How Change Really Comes About - Rosabeth Moss Kanter, Barry A. Stein, and Todd D. Jick

Chapter 13: Learning to Lead Change - David A. Nadler with Mark B. Nadler

Part Three: Communicating, Leading, and Motivating People

Chapter 14: The Manager as Politician - Lee G. Bolman and Terrence E. Deal

Chapter 15: Artful Listening - Steven B. Sample

Chapter 16: Establish Competence and Build Trust - Terry Pearce

Chapter 17: Read People: Identifying Emotions - David R. Caruso and Peter Salovey

Chapter 18: The Seven Essentials of Encouraging - James M. Kouzes and Barry Z. Posner

Chapter 19: Motivating and Satisfying Excellent Individuals - Edward E. Lawler III

Chapter 20: How to Give Feedback - Harvey Robbins and Michael Finley

Chapter 21: Developmental Relationships - Cynthia D. McCauley and Christina A. Douglas

Part Four: Getting the Work Done

Chapter 22: The Call for Results - Clinton O. Longenecker and Jack L. Simonetti

Chapter 23: Operating Within the Realities of Organizational Life - J. Davidson Frame

Chapter 24: Solving the Problem of Bad Meetings - Patrick Lencioni

Chapter 25: Politically Astute Negotiating - Kathleen Kelley Reardon

Chapter 26: Deal With Your Crises - Patrick J. McKenna and David H. Maister

Part Five: Leading Complex Organizational Processes

Chapter 27: Dealing with Conflict - Marick F. Masters and Robert R. Albright

Chapter 28: Overcoming the Five Dysfunctions of a Team - Patrick Lencioni

Chapter 29: Myths and Realities of Leading Virtual Teams - Deborah L. Duarte and Nancy Tennant Snyder

Chapter 30: Building Companies Where Innovation is a Way of Life - Robert I. Sutton

Part Six: Sustaining the Great Manager

Chapter 31: Leading From Within--Parker J. Palmer

Chapter 32: Reflective Action - Robert E. Quinn

Chapter 33: From Success to Significance - David Batstone

Chapter 34: If Not Me, Then Who? If Not Now, When? - Bill George

Notes

Index