Bono, Edward. (1999); Six thinking hats - Essentially, "Six Thinking Hats" is about improving communication and decision-making in groups.
Breathnach, Sarah Ban (2000); Something more: excavating your authentic self – This is a guided excavation for women who suspect that there's something more to life than the top layer pursuits of money, sex, and love
Capra, F. (2002). The hidden connections; A science for sustainable living – This is a fascinating discourse that explores of the interconnectedness of all living (and some nonliving) things, from the first life form of protocells to the development of language, culture, social mores and customs, spirituality and the global economy.
Cashman, Kevin (2008); Leadership from the inside out - This book serves as an integrated coaching experience that helps leaders understand how to harness their authentic, value-creating influence and elevate their impact as individuals, in teams, and in organizations
Chrislip, David D. The Collaborative Leadership Fieldbook (J-B US non-Franchise Leadership) - This book will be the standard for all other books about collaboration to measure themselves. Mr. Chrislip is among the best facilitators of collaborative processes anywhere. The author is also a skilled teacher and is able to convey both his knowledge and lessons of experience in this book. Clearly written, this book is well balanced between intellectual knowledge and practical experience. A step-by-step pathway is presented as well as specific examples of successful collaborations.
Chrislip, David D. & Larson, C. E. (1994); Collaborative leadership, how citizens and civil leaders make a difference – This book shows how elected officials and other civic leaders can generate the civic will to break through legislative and bureaucratic gridlock, deal with complex issues, and engage frustrated and angry citizens.
Covey, Stephen (1992); Principle-centered leadership - Covey explains four principles of business and life (security, guidance, wisdom, and power), and discusses how his “seven-habits” practice and focus on these principles will result in personal and organizational transformation.
Covey, Stephen (2004); 7 Habits of Highly Effective People - Covey takes you through a paradigm shift, which affects how you perceive and act regarding productivity, time management, positive thinking, developing your "proactive muscles" (acting with initiative rather than reacting), and much more.
Depree, M (2008); Leadership jazz: The essential elements of a great leader - This powerful book reveals how to hold people accountable and give them space to reach their potential; see the needs of employees and those of the company as the same; inspire change and innovation; and work effectively with creative people.
Dr. Suess (T. Geisel, 1990); Oh, The Places You'll Go - Inspirational yet honest, and always rhythmically rollicking, Oh, the Places You'll Go! is a perfect sendoff for children, 1 to 100, entering any new phase of their lives.
Drucker, Peter (2003); Managing in the next society - In these pieces, which are not arranged in chronological order, Drucker covers trends, emerging industries, and management and sociological changes that can adversely affect or expand the bottom line for businesses.
Fullan, M. (2005). Leadership and sustainability; systems thinkers in action - As agencies have pushed for greater performance and public accountability over the past two decades, we have seen some incremental improvements. Leadership & Sustainability provides a comprehensive examination of what leaders at all levels of the educational system can do to pave the way for large-scale, sustainable reform.
Goleman, D., Boyatzis R. & McKee A. (2004). Primal leadership: Learning to lead with emotional intelligence - In Primal Leadership, Goleman and his coauthors present the case for cultivating emotionally intelligent leaders. Since the actions of the leader apparently account for up to 70 percent of employees' perception of the climate of their organization, Goleman and his team emphasize the importance of developing what they term "resonant leadership."
Goleman, D. (2006) Social intelligence: The new science of human relationships - Goleman persuasively argues for a new social model of intelligence drawn from the emerging field of social neuroscience. Describing what happens to our brains when we connect with others, Goleman demonstrates how relationships have the power to mold not only human experience but also human biology.
Glass, L. (1991); Toxic People: 10 ways of dealing with people who make your life miserable – Glass provides a Toxic People Quiz to help readers identify which category a suspect toxic terror falls into and suggests 10 techniques to handle these folk: Humor, Direct Confront, Calm Questioning, Give-Them-Hell-and-Yell, Love and Kindness, Vicarious Fantasy, etc., and since we're all toxic to some degree, a section on Toxic Comments and a Toxic Image Inventory are offered to help readers identify their own destructive behaviors. While the book doesn't rise above pop psychology, it is entertaining.
Greenleaf, R.K., Spears, L.C. & Covey, S. (2002). Servant leadership: A journey into the nature of legitimate power and greatness – “Servant Leadership” helps leaders find their true power and moral authority to lead. It helps those served become healthier, wiser, freer, and more autonomous. This book encourages collaboration, trust, listening, and empowerment. It offers long-lasting change, not a temporary fix and extends beyond business for leaders of all types of groups.
Heifetz, Ronald A (1998).; Leadership without easy answers - Heifetz presents a new theory of leadership for both public and private leaders in tackling complex contemporary problems. Central to his theory is the distinction between routine technical problems, which can be solved through expertise, and adaptive problems, such as crime, poverty, and educational reform, which require innovative approaches, including consideration of values.
Hirsch & Kise; Work it out - This newly revised edition shows how powerful coaching and teambuilding strategies can help address today's most pressing business issues. It is a dynamic toolkit including dozens of exercises, case studies from small start-ups to large manufacturing firms, a detailed teambuilding process, and step-by-step guidance for creating coaching plans and tailoring strategies to meet specific client preferences.
Isaacs, W. (1999). Dialogue and the art of thinking together – Isaacs believes that communication can be a process of thinking together--as opposed to thinking alone, and then trying to convince others of our positions. He offers concrete ideas for both listening and speaking; for avoiding the forces that undermine meaningful conversation; for changing the physical setting of the dialogue to change its quality.
Jaworski, J. (1996). Synchronicity: The inner path of leadership - Jaworski espouses the value of servant leadership, which calls for leadership that is relationship-oriented, creative, and constructive.
Kahl, J. & Donelan, T. (2004). Leading from the heart; Choosing to be servant leader - Kahl brings a unique and powerful lesson to all aspiring leaders: leadership begins with a choice - a choice to serve others that comes from the heart. But this choice is only the beginning. The servant leader must be of strong character and seek knowledge endlessly.
Kramer, R. (2007). How might action learning be used to develop the emotional intelligence and leadership capacity of public administrators? Journal of Public Affairs Education, 13(2), 205-242. – This is an excellent discussion of how emotional intelligence is relevant to public service agencies. The author knows agency culture well and provides good advice for working through difficulties and being proactive.
Kirschner & Brinkman (2002). Dealing with people you can't stand - Both authors are doctors of naturopathic medicine and professional speakers, identify and explore the psychological roots of ten specific behavior patterns that represent normal people at their worst. The authors provide a variety of communicative skills that we can cultivate in ourselves to turn conflict into cooperation.
Kotter, John (1996). Leading change - Kotter emphasizes a comprehensive eight-step framework that can be followed by executives at all levels. Kotter advises those who would implement change to foster a sense of urgency within the organization. "A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent."
Kouzes, James M. & Posner, Barry Z. (2008). The leadership challenge, 4th ed. - Drawing on interviews and a questionnaire survey of more than 3000 leaders, the authors identify five fundamental practices of exemplary leadership: challenge the status quo; inspire a shared vision; enable others to act; model the way forward by setting an example; tap individuals' inner drives by linking rewards and performance.
Hesselbein, F. & Cohen, P. Eds. (1999); Leader to Leader: Enduring Insights on Leadership from the Drucker Foundation's Award Winning Journal – This is an inspiring examination of mission, leadership, values, innovation, building collaborations, shaping effective institutions, and creating community, including essays by Peter F. Drucker, Southwest Airlines CEO Herb Kelleher, Warren Bennis, Stephen R. Covey, Charles Handy, Pulitzer Prize winner Doris Kearns Goodwin, Harvard professors Rosabeth Moss Kanter and Regina Herzlinger, and learning organization expert Peter Senge.
Lancaster, L. C. & Stillman, D. (2002). When generations collide: Who they are. Why they clash. how to solve the generational puzzle at work – The authors tackle a potential conflict in the workplace: disparities in age may lead people to see situations differently. The authors divide the workforce into four categories: Traditionalists, born between 1900 and 1945; Baby Boomers, born 1946 to 1964; Gen-Xers, 1965-1980; and Millennials, born after 1980; these temporal and social demarcations show where conflicts may lie.
Laszlo, E. (2006). The chaos point: The world at the crossroads - We are at a critical juncture in history, a "decision-window" where we face the danger of global collapse--or the opportunity for global renewal. The Chaos Point provides a concise overview of the present world situation, showing where we are and how we got here. According to Laszlo, for the next six to seven years--roughly until the end of 2012--we have the opportunity to head off trends that would lead to a critical tipping point. Beyond this "chaos point," we either evolve to a safer, more sustainable world, or the social, economic, and ecological systems that frame our life become overstressed and break down.
Leopold, Aldo (2001). A Sand County Almanac – First published in 1949, shortly after the author's death, A Sand County Almanac is a classic of nature writing, widely cited as one of the most influential nature books ever published. Writing from the vantage of his summer shack along the banks of the Wisconsin River, Leopold mixes essay, polemic, and memoir in his book's pages.
Machiavelli, Nicolo (1984). The Prince – First published in the early 16th Century, the essential contribution of this text to modern political thought lies in Machiavelli's assertion of the then revolutionary idea that theological and moral imperatives have no place in the political arena.
Goleman, Daniel (2000). Working with Emotional Intelligence - This book explains what emotional intelligence is and why it counts more than IQ or expertise for excelling on the job. It details 12 personal competencies based on self-mastery (such as accurate self-assessment, self-control, initiative, and optimism) and 13 key relationship skills (such as service orientation, developing others, conflict management, and building bonds).
Gordon, J.C., Berry, J.K. & Christensen N.L., Jr. (2006) ; Environmental Leadership Equals Essential Leadership: Redefining Who Leads and How - Gordon and Berry’s explanation of leadership is built upon the experiences of environmental and natural resource organizations as they contend with complex, long-term problems. The authors analyze how organizations and individuals can adopt a new leadership mode, and they discuss the results of a recent survey of leadership ideas and attitudes among active environmental leaders. Shifting emphasis away from celebrated leaders on the world stage, Gordon and Berry focus on “essential” leadership—the kind that engages each member of an organization on an everyday basis.
Manfredo, M.J. et. al. (2004). Society and natural resources: A summary of knowledge – This text integrates social science theory in order to provide a conceptual structure for understanding and studying human interaction with wildlife. A thorough review of the current literature in conceptual areas, including norms, values, attitudes, emotions, wildlife value orientations, cultural change, and evolutionary forces/inherited tendencies is provided. No other book both considers the human relationship with wildlife and provides a theoretical framework for understanding this relationship on the individual, as well as cultural level.
Mezirow, J. & Taylor, E.W. Eds. (2009). Transformative Learning in Practice: Insights from Community, Workplace, and Higher Education - In Transformative Learning in Practice, leading authorities and practitioners working in a variety of national and international settings, including college classrooms, corporate workshops, online, and informal groups in rural communities, offer insights and a wealth of strategies for fostering transformative learning in and out of the classroom.
Morrell, Margot & Capparell, S. (2002); Shackleton's way: leadership lessons from the great antarctic explorer - Throughout the story of the explorer's exploits, the authors have inserted summarizing subtitles that succinctly capture Shackleton's leadership style. For the most part, the authors employ a subtle and effective hand in translating the actions of a man at the helm of a dangerous adventure into advice beneficial to leaders in all areas of life.
Nahavandi, Afsaneh; The art and science of leadership - Nahavandi’s text has an application emphasis with a cross cultural perspective on leadership. Coverage includes individual differences and traits, power and leadership, using resources effectively, and participative management and teams. This text is for any leader, or potential leader, who wants better decision making capability, more satisfied employees, better quality products and services, and more satisfied constituencies and customers.
Quinn, Robert, et. al. 4th ed. (2006); Becoming a Master Manager: A Competing Values Approach - With the new Fourth Edition of Becoming a Master Manager: A Competency Framework, you can build practical skills in every area of managerial competency--skills you'll need to thrive in the diverse situations and challenges of the new millennium! The text guides you through eight interactive learning modules covering different leadership roles, including director, producer, mentor, facilitator, coordinator, monitor, innovator, and broker.
Russell, Peter. (2008). Waking up in time; finding inner peace in times of accelerating change - Russell powerfully demonstrates the need for a spiritual renaissance in the face of the dangers of ever-accelerating change. Amid fears of ecological catastrophe and political chaos, this book stands out for its message of sanity and hope.
Sample, Stephen. B. & Bennis, W. (2003). The Contrarian's guide to leadership – Sample offers up a refreshing perspective on the characteristics of a successful leader. Some of Sample's prescriptions: try reading Machiavelli's The Prince instead of The New York Times, learn to work for those who work for you, and "Anything worth doing at all is worth doing poorly. It may be worth more if it's done well, but it's worth something if it's done poorly." This book is not just for CEO's: middle management and anyone interested in promoting good leadership will benefit as well.
Senge, Peter (2006). The fifth discipline: The art and practice of the learning organization - This text remains the ideal introduction to Senge's carefully integrated corporate framework, which is structured around "personal mastery," "mental models," "shared vision," and "team learning." Using ideas that originate in fields from science to spirituality, Senge explains why the learning organization matters, provides an unvarnished summary of his management principals, offers some basic tools for practicing it, and shows what it's like to operate under this system.
Senge, Peter., Scharmer, C., Jaworski, J., Flowers, B.S., (2005). Presence; an exploration of profound change in people, organizations, and society - The authors view large institutions such as global corporations as a new species that are affecting nearly all other life forms on the planet. Rather than look at these systems as merely the extension of a few hyper-powerful individuals, they see them as a dynamic organisms with the potential to learn, grow, and evolve; but only if people exert control over them and actively eliminate their destructive aspects.
Spears, L., Lawrence, M. & Blanchard, K. Eds. (2001). Focus on leadership: Servant-leadership for 21st century - Focus on Leadership highlights the importance of Greenleaf’s ideas on management theory and their impact across the contemporary business landscape. It offers a selection of writing from some of the leading thinkers on servant-leadership and management culture, including Warren Bennis, Stephen Covey, Margaret Wheatley, and John Bogle.
Steen, H.K. & Thomas, J. Eds. (2004). Jack Ward Thomas; The journals of a forest service chief - The issues Thomas dealt with in office and noted in his journals lie at the heart of recent Forest Service policy and controversy, starting with President Clinton’s Timber Summit in Portland, Oregon, dealing with the spotted owl issue, and the 1994 loss of fourteen firefighters in the Storm King Mountain fire in Colorado.
Ury, William (1993). Getting past no –In "Getting Past No" Ury discusses the nuances and niceties of negotiating using a joint problem solving approach which is "interest based" rather than being "rights based" or "power based."
Wheatley, M.J. (2007). Finding our way; leadership for an uncertain time - Wheatley shares her first-ever compendium of essays about her real-world experiences helping clients introduce more authentic, life-affirming practices into their organizations. Essays cover a wide scope of topics including leadership strategies, raising children in turbulent times, and the role of communities in the lives of organizations.
Wheatley, M.J. (2006). Leadership and the new science; Discovering order in a chaotic world – This fascinating text first explores the implications of quantum physics on organizational practice, then investigates ways that biology and chemistry affect living systems, and finally focuses on chaos theory, the creation of a new order, and the manner that scientific principles affect leadership. "Our old ways of relating to each other don't support us any longer," she writes. "It is up to us to journey forth in search of new practices and new ideas that will enable us to create lives and organizations worthy of human habitation."
Wondelleck, J.M. & Yaffee, S.L. Making Collaboration Work - Making Collaboration Work examines those promising efforts. With a decade of research behind them, the authors offer an invaluable set of lessons on the role of collaboration in natural resource management and how to make it work. The book; explains why collaboration is an essential component of resource management; describes barriers that must be understood and overcome; presents eight themes that characterize successful efforts; details the specific ways that groups can use those themes to achieve success; provides advice on how to ensure accountability.