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Essential Lessons on Leadership (Collection), 2/e

Book Description

A brand new collection of expert advice on becoming a more successful and ethical leader… 4 authoritative books, now in a convenient e-format, at a great price!

4 authoritative eBooks bring together today’s best advice on leading with passion, inspiration, ethics, and charisma – and succeeding!

This brand new eBook collection will help you lead with passion, inspiration, and honor – and win! Moral Intelligence 2.0 reveals why the best-performing companies have leaders who actively apply moral values to achieve enduring personal and organizational success. Using many new examples and real case studies and new interviews with key business leaders, Doug Lennick and Fred Kiel identify connections between moral intelligence and higher levels of trust, engagement, retention, and innovation. You’ll find specific guidance on moral leadership in both large organizations and entrepreneurial ventures, and a new, practical, step-by-step plan for measuring and strengthening every component of moral intelligence in business. Next, in Do the Right Thing, former Southwest CEO James F. Parker shows why “doing the right thing” isn’t just naïve “feel-goodism”: it’s the most powerful rule for business success.: Parker reveals how Southwest’s extraordinary culture of mutual respect and trust developed, offering deeply personal insights into principles that can make any team, organization or company strong. You’ll discover how great leaders are found at every level, “hire for attitude and train for skills,” achieve unparalleled teamwork, and actually make work fun. In the updated edition of his national best-seller Winners Never Cheat, Jon Huntsman proves that you can succeed at the highest levels, without sacrificing the principles that make life worth living. This book is about remembering why you work, and why you were chosen to lead. It’s about finding the bravery to act on what you know is right, no matter what you’re up against. It’s about winning – the right way. Finally, in Ultimate Leadership. Russell E. Palmer helps you shape your leadership approach to your unique challenges, contexts, and organizations, without compromising what matters most. Palmer--who has had highly successful careers leading one the world’s largest accounting firms, as Dean of the Wharton School, and as an entrepreneur--helps you identify the leadership model most appropriate for your environment, and how to lead accordingly. You’ll learn better ways to lead equals, help organizations weather crises, transform culture, lead entrepreneurial or global organizations...even lead non-profits and universities. Wherever you are, wherever you go, this unique eBook collection will help you lead your people to greatness!

From world-renowned leadership expertsDoug Lennick, Fred Kiel, Ph.D., James F. Parker, Jon Huntsman, and Russell E. Palmer

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Contents
  4. Moral Intelligence 2.0
    1. Copyright Page
    2. Dedication Page
    3. More Praise for Moral Intelligence 2.0
    4. Foreword
    5. Foreword to Previous Edition
      1. Values and Operating Philosophy
      2. Cultural Relativism and Moral Horizons of Significance
      3. Believing and Belonging
      4. Moral Intelligence
      5. Endnotes
    6. Acknowledgments
    7. About the Authors
    8. Introduction
      1. Leaders Interviewed
      2. Thought Partners
    9. Part I. Moral Intelligence
      1. 1. Good Business
        1. Moral Stupidity Act 1
        2. What Does Moral Leadership Look Like?
        3. Endnotes
      2. 2. Born to Be Moral
        1. What the Best Leaders Believe
        2. A Visit to the Nursery
        3. Nature Versus Nurture
        4. Growing Up Moral
        5. Learning to Be Responsible
        6. When Things Go Wrong
        7. Inside Your (Moral) Brain
        8. It’s All in Your Head
        9. The Moral Map of Your Brain
        10. Why We’re Good and Why We’re Bad
        11. So What Goes Wrong?
        12. The Neuroscience of Moral Decision Making
        13. Can We Actually Change Our Brain?
        14. Moral Software
        15. Endnotes
      3. 3. Your Moral Compass
        1. Frame 1: Moral Compass
        2. Values
        3. Discovering Your Values
        4. The Morality of Values
        5. Put It in Writing
        6. Frame 3: Behavior
        7. Endnotes
      4. 4. Staying True to Your Moral Compass
        1. Common Moral Viruses
        2. Endnote
    10. Part II. Developing Moral Skills
      1. 5. Integrity
        1. Acting Consistently with Principles, Values, and Beliefs
        2. Telling the Truth
        3. Standing Up for What Is Right
        4. Keeping Promises
      2. 6. Responsibility
        1. Taking Responsibility for Personal Choices
        2. Admitting Mistakes and Failures
        3. Embracing Responsibility for Serving Others
        4. Endnote
      3. 7. Compassion and Forgiveness
        1. Actively Caring About Others
        2. Letting Go of Your Own Mistakes
        3. Letting Go of Others’ Mistakes
      4. 8. Emotions
        1. Self-Awareness
        2. Understanding Your Thoughts
        3. Personal Effectiveness
        4. Deciding What to Think
        5. Self-Control
        6. Nurturing Emotional Health
        7. Interpersonal Effectiveness
        8. Empathy
        9. Misplaced Compassion
        10. Respecting Others
        11. Getting Along with Others
        12. Endnote
      5. 9. Making Moral Decisions
        1. How Roger Used the 4 Rs
        2. Endnotes
    11. Part III. Moral Leadership
      1. 10. The Moral Leader
        1. Performance Problems
        2. Endnote
      2. 11. Leading Large Organizations
        1. The Fabric of Values
        2. Is There Such a Thing as a Morally Intelligent Organization?
        3. The Morally Intelligent Organization—An Aerial View
        4. Morally Intelligent Policies
        5. The Principles That Matter Most
        6. Cultivating Organizational Integrity
        7. The Responsible Organization
        8. The Compassionate Organization
        9. The Forgiving Organization
        10. Recruiting for Values
        11. Reinforcing Values Starts at the Top
        12. The Power of Formal Rewards
        13. Success Stories
        14. Ideal Versus Real
        15. Values and the Global Organization
        16. Endnotes
      3. 12. Moral Intelligence for the Entrepreneur
        1. Moral Values in Small Organizations
        2. Last Words About Business Start-Ups
        3. Endnotes
    12. Epilogue: Becoming a Global Moral Leader
      1. Raising the Stakes
      2. Watch Your Wake
      3. Give Back
      4. Create the Future
      5. A Global Business Opportunity
      6. Conclusion
      7. Endnotes
    13. A. Strengthening Your Moral Skills
      1. A Look in the Mirror
      2. Using the MCI
      3. The Right Frame of Mind for Completing the MCI
      4. Scoring and Interpreting Your MCI
      5. Prioritizing Your Moral Development Efforts
      6. The Road Less Traveled
      7. The 80/20 Rule
      8. Your Moral Development Plan
      9. Putting Your Moral Development Plan into Practice
      10. Breaking Bad Habits
      11. Reward Yourself for Positive Change
      12. Surround Yourself with Positive People
      13. Do I Really Need to Change?
      14. Books, Audio, and Video Media
      15. Workshops
      16. Personal Counseling
      17. Executive Coaching
      18. Endnote
    14. B. Moral Competency Inventory (MCI)
    15. C. Scoring the MCI
      1. Moral Competencies Worksheet
      2. What Your Total MCI Score Means
    16. D. Interpreting Your MCI Scores
      1. Total MCI Score (Alignment Score)
      2. Highest and Lowest Competency Scores
      3. Individual Item Scores
      4. Reality Testing
      5. Do Your Scores Matter?
      6. Now What?
    17. Index
  5. Do the Right Thing
    1. Copyright Page
    2. Dedication Page
    3. Acknowledgments
    4. About the Author
    5. Introduction
    6. Chapter 1. Stumbling into the Business World
    7. Chapter 2. 9/11
    8. Chapter 3. The Question Was Answered...
    9. Chapter 4. ...But I Don’t Want to Be a Corporate Bureaucrat
    10. Chapter 5. Getting Off the Ground
    11. Chapter 6. The Ten-Minute Turnaround
    12. Chapter 7. The Great Texas Whiskey War
    13. Chapter 8. I Just Couldn’t Resist
    14. Chapter 9. Some of the Obvious Things I Learned
      1. 1. Southwest Flies Only One Aircraft Type, the Boeing 737
      2. 2. Southwest Turns Around Its Planes Quickly
      3. 3. Southwest Operates a Point-to-Point Route System
      4. 4. Southwest Keeps Things Simple
      5. 5. Southwest Maintains a Very Strong Balance Sheet
      6. 6. Southwest Is an Operationally Excellent Company
    15. Chapter 10. We’re in What Kind of Business?
    16. Chapter 11. With a Little Help from Our Competitors...
    17. Chapter 12. Leaders Are Everywhere
    18. Chapter 13. Great Organizations Have Great Leaders at Every Level
    19. Chapter 14. In Case You Didn’t Get It... Great Organizations Have Great Leaders at Every Level
    20. Chapter 15. Great Leaders Make the People Around Them Better
    21. Chapter 16. People Recognize a Phony
    22. Chapter 17. People Follow a Leader They Trust
    23. Chapter 18. Who Wants the "Best" People?
    24. Chapter 19. Looking for the Right People
    25. Chapter 20. Interview for Attitude
    26. Chapter 21. Attitudes Also Matter at 30,000 Feet
    27. Chapter 22. Everybody Remembers Their Interview
    28. Chapter 23. Every Job Affects Others
    29. Chapter 24. People Need to Understand Their Mission
    30. Chapter 25. Shared Goals, Shared Knowledge, and Mutual Respect = A Shared Mission
    31. Chapter 26. Do People Think Like Employees or Owners?
    32. Chapter 27. Making Employees Owners
    33. Chapter 28. A Sense of Ownership
    34. Chapter 29. Make Work Fun
    35. Chapter 30. Build a Customer Service Culture
    36. Chapter 31. Everything He Did Was So I Could Come to Work...
    37. Chapter 32. Fun Can Have a Purpose
    38. Chapter 33. Celebrate Success and Achievement
    39. Chapter 34. Creating Entrepreneurs
    40. Chapter 35. Encourage Unconventional Thinking
    41. Chapter 36. Suggestion Boxes
    42. Chapter 37. Many Roads Lead to the Promised Land
    43. Chapter 38. Define the Right Goals and Give People Room to Succeed
    44. Chapter 39. The Two-Minute Drill
    45. Chapter 40. Give People Something to Believe In—Define a Grand Mission
    46. Chapter 41. Create a Culture in Which People Want to Do the Right Things
    47. Chapter 42. It’s a Family Affair
    48. Chapter 43. The Tactics of Success May Vary, but the Principles Are Constant
    49. Chapter 44. Be Yourself and Have Some Fun
    50. Chapter 45. It’s a Round World
    51. Index
  6. Winners Never Cheat
    1. Copyright Page
    2. Dedication Page
    3. Praise for Winners Never Cheat
    4. Acknowledgments
    5. About the Author
    6. Foreword
    7. Introduction: Good Times, Bad Times
    8. Chapter One. Lessons From the Sandbox
    9. Chapter Two. Check Your Moral Compass
    10. Chapter Three. Play By the Rules
    11. Chapter Four. Setting the Example
    12. Chapter Five. Keep Your Word
    13. Chapter Six. Why We Cross the Line
    14. Chapter Seven. Pick Advisors Wisely
    15. Chapter Eight. Get Mad, Not Even
    16. Chapter Nine. Graciousness Is Next To Godliness
    17. Chapter Ten. Your Name Is On the Door
    18. Chapter Eleven. The Obligation To Give Back
    19. Chapter Twelve. The Bottom Line
    20. Perspective: From Larry King
    21. Perspective: From Neil Cavuto
    22. Perspective: From Wayne Reaud
  7. Ultimate Leadership
    1. Copyright Page
    2. Dedication Page
    3. Praise for Ultimate Leadership
    4. Foreword
    5. Preface
    6. About the Author
    7. List of Contributors
    8. Acknowledgments
    9. Unlocking the Secrets of Successful Leadership
      1. Chapter 1. Leadership Principles: The Basis of Successful Leadership
        1. Who Should Read the Book?
        2. The Basic Principles of Successful Leadership
        3. The Plan of the Book
        4. Leadership Versus Management
        5. Summary
      2. Chapter 2. The Many Contexts of Leadership
        1. Command-and-Control Organizations
        2. Partnerships of Peers
        3. Entrepreneurial Organizations
        4. The Academic World
        5. Business Round-Tables and Other Peer Groups
        6. Nonprofits
        7. The Military
        8. Government
        9. The Operating Room
        10. Organizations in Crisis
        11. Summary
    10. Mastering the Contexts of Leadership
      1. Chapter 3. The Top-Down Organization: Learning That It’s Not So Simple
        1. Context: The Top-Down Organization
        2. Top-Down Leadership: The Military Context
        3. Top-Down Leadership and Change at Fuji Xerox
        4. The Pitfalls of Top-Down Leadership
        5. Leading in Other Contexts
        6. Summary
        7. Endnotes
      2. Chapter 4. The Organization of Peers: Leading Your Equals
        1. Context: The Organization of Peers
        2. Potential Pitfalls of Leading Peers
        3. Leading in Other Contexts
        4. Summary
      3. Chapter 5. The Organization in Crisis: Turning Danger into Opportunity
        1. Context: The Organization in Crisis
        2. Potential Pitfalls of Leading During a Crisis
        3. A Different Approach
        4. Summary
        5. Endnotes
      4. Chapter 6. When Organizations Change: Transforming the Culture
        1. Context: Leading Change in an Organization
        2. How Leaders Transform Organizations
        3. A Tale of Three Transformations
        4. Four-Point Go Forward Plan
        5. The People Strategy
        6. Lessons from Continental’s Turnaround
        7. Mergers and Organizational Change
        8. Potential Pitfalls in Leading Change
        9. Leading in Other Contexts
        10. Summary
        11. Endnotes
      5. Chapter 7. The Entrepreneurial Organization: Sharing Your Vision with Others
        1. Context: The Entrepreneurial Organization
        2. Life After Wharton
        3. The Professional Schools Business
        4. Exit Strategy
        5. When Entrepreneurial Leadership Fails: Errors and Potential Pitfalls
        6. Leading in Another Context
        7. Leadership and Social Entrepreneurship
        8. Summary
      6. Chapter 8. The Academic Organization: Learning from the Wharton Experience
        1. Context: The Academic Organization
        2. First the Faculty
        3. Rationalizing the Curriculum
        4. Energizing Executive Education
        5. Streamlining Fundraising
        6. Working the Plan
        7. The Potential Pitfalls of Academic Leadership
        8. Leading in Other Contexts
        9. Hearing from the Faculty
        10. Summary
      7. Chapter 9. National Cultures and Context: Leading in a Global Environment
        1. Context: Diverse National Cultures
        2. Culture and Leadership Styles: The GLOBE Project
        3. Building Global Leaders: The Honeywell Way
        4. Laughter: The Best Medicine
        5. A Tool for Success: The 80-20 Rule
        6. Characteristics of Some Major National Cultures
        7. The Potential Pitfalls of Leading in Diverse National Cultures
        8. Summary
        9. Endnotes
    11. The Wider View of Leadership
      1. Chapter 10. The Heart of Leadership: Motivating Workers
        1. The Importance of Motivation
        2. Retain the Best People
        3. Summary
        4. Endnotes
      2. Chapter 11. Putting It All Together
        1. Integrity
        2. Execution
        3. Opportunities Ready for Change
        4. In a Crisis, Stay a Step Ahead of Followers
        5. Release the Potential of Followers
        6. Foster Innovation
        7. Followers’ Aspirations and the Strategic Plan
        8. Good Judgment
        9. Build Confidence
        10. Rewards That Motivate Followers
        11. Plan Ahead but Don’t Get Ahead of Followers
        12. Communicate with Everyone
        13. A Symbol of Leadership
        14. Leadership Makes the Difference
        15. Final Thoughts on Leadership
    12. Contributor Biographies
    13. Index