With Leadership Lessons from West Point as a guide, leaders in the business, nonprofit, and government sectors can learn leadership techniques and practices from contributors who are teaching or have taught at the U.S. Military Academy at West Point and have served in positions of leadership that span the globe. These military experts cover a broad range of topics that are relevant to any leadership development program in any sector. The articles in this important resource offer insight into what leadership means to these experts–in both war and peacetime–and describe their views on quiet leadership, mission, values, taking care of people, organizational learning, and leading change.
Tabla de materias
A Note from the Leader to Leader Institute (Frances
Hesselbein).
Foreword (Jim Collins).
Acknowledgments.
About the Contributors.
Introduction (Doug Crandall).
PART ONE: LEADERSHIP AND VALUES DEVELOPMENT.
1 Becoming a Leader Developer (Eric G. Kail).
2 Learning from Failure (Doug Crandall).
3 You Must Lead Yourself First (Greg Hastings).
4 Influencing Your Organization’s Moral Philosophy (Brian
Tribus).
5 Developing Organizational Values in Others (Chip
Daniels).
6 The Authentic High-Impact Leader (Sean T. Hannah).
7 Leader Development and Self-Awareness in the U.S. Army Bench
Project (Dennis P. O’Neil, Patrick J. Sweeney, James Ness,
Thomas A. Kolditz).
PART TWO: LEADERSHIP STYLES AND SITUATIONS.
8 Teaming High-Potential Talent (Jack Jefferies).
9 Leading as If Your Life Depended on It (Thomas A.
Kolditz).
10 Creating Urgency and Inspiring Your Team (Robert
Morris).
11 Quiet Leadership (Eric J. Weis).
12 Leading Without Words (Jeff Bergmann).
13 Developing Charisma with Caution (Dena Braeger).
14 Trust: The Key to Combat Leadership (Patrick J.
Sweeney).
PART THREE: LEADING ORGANIZATIONS.
15 Socialized Leadership (Todd Henshaw).
16 Leading at the Business End of Policy (James
Tuite).
17 Harnessing the Power of Culture and Diversity for
Organizational Performance (Remi Hajjar, Morten G.
Ender).
18 Developing Organizational Commitment by Putting People First
(Todd Woodruff).
19 Managing Expectations When Leading Change (Everett S. P.
Spain).
Index.
Sobre el autor
Major Doug Crandall is the executive officer to the Dean of
the Academic Board at the United States Military Academy (U.S.M.A.)
West Point. He was previously an assistant professor in the
Department of Behavioral Sciences and Leadership, where he served
as course director for Leading Organizations Through Change and
Advanced Military Leadership and received the Excellence in
Teaching Award. Crandall has a B.S. from the U.S.M.A. and an M.B.A.
from the Stanford Graduate School of Business.
The Leader to Leader Institute’s mission is to strengthen
leadership in the social sector. Established in 1990 as the Peter
F. Drucker Foundation for Nonprofit Management, the Institute
furthers its mission by providing social sector leaders with the
essential leadership wisdom, inspiration, and resources needed to
lead for innovation and to build vibrant social sector
organizations.
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