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