No President cut a broader swath through the federal government than Theodore Roosevelt. Having served in a number of public offices including governor of New York and under secretary of the Navy Roosevelt was experienced at public administration upon arriving at the White House in 1901 on the death of President McKinley.
Strock examines Roosevelt’s unique approach to leadership throughout his life and especially as President. He identifies a dozen primary areas where Roosevelt demonstrated extraordinary leadership skills.
T.R., as he was affectionately known, seized the role of leadership where ever he …

“How To Manage Conflict: Turn All Conflicts Into Win-Win Outcomes” by Peg Pickering is a useful little book with some practical suggestions for handling conflict. It is aimed at the manager who must deal with conflict with employees, vendors, and customers, but some of the information is practical for other settings as well.
It’s a short book and very easy to read. And while it does not go into depth regarding conflict resolution theories like some texts, it does provide simple, practical advice that you can implement right now without knowing …

An infant is learning to crawl. She begins by pushing herself backward around the house. Backing herself around, she gets lodged beneath the furniture. There she thrashes about — crying and banging her little head against the sides and undersides of the pieces. She is stuck and hates it. So she does the only things she can think of to get herself out — she pushes even harder, which only worsens her problem. She’s more stuck than ever.
If this infant could talk, she would blame the furniture for her troubles. …

Explore what goes into a company’s transformation from mediocre to excellent. Based on hard evidence and volumes of data, the book author (Jim Collins) and his team uncover timeless principles on how the good-to-great companies like Abbott, Circuit City, Fannie Mae, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and Wells Fargo produced sustained great results and achieved enduring greatness, evolving into companies that were indeed ’Built to Last’.
The Collins team selected 2 sets of comparison companies:
a. Direct comparisons – Companies in the same industry with the same resources and opportunities as the good-to-great group but showed …

At the point our body and our senses (eyes, ears, touch, etc.) meet the world lies a crossroads. At this very point we experience a constant, two-way flow from the…

Outside in-situations, actions and events in their environment
Inside out-how we feel, interpret, process these situations and decide on our response

Kevin Cashman talks about this intersection as it applies to leaders. On the one hand, a leader’s environment obviously affects what goes on in the leader’s mind and, in return, the leader’s …

How do we know that someone is a leader? Specifically, what does he do or nor do that make him stand out? Can a person be a leader simply because they fill the chairperson seat of a committee or hold managerial position?
I believe that we all would agree that leadership is not quite about the position we hold, but more pertinently the actions we do, for it is easy to conceive an immature tyrant ruling a country but has actions that is far from that of a leader. What then, …

The Leadership Challenge by James Kouzes and Barry Posner is outdated, having originated in the early 1980′s.when everyone was trashing management. Hence why Tom Peters said in the preface to their first edition of 1987 that ”…management as we know it is not dead. But it darned well ought to be!” There is no mention of management in their book. The result is an overloaded concept of leadership. One problem with this account is that it makes it hard to see how lower level employees can lead. Greater specialization, driven …

Summary:AshutoshArya

The One Minute Manager

The objective of the book ‘The One Minute Manager’ by Kenneth Blanchard and Spencer Johnson is to define the effective managers in this dynamic world of business where various external and internal factors influence their performance. The author does it through a search mission of a young man whose quest is to find managers who make both- their organization and people win with their managerial skills. The author talks about a continuum, where one end is occupied by tough or autocratic managers who make their organization win …

There are shelves full of books available that chronicle the lives and histories of the world’s bad leaders. For the most part though, these bad leaders are discussed as tyrants, dictators, and despots. Seldom is serious writing dedicated to them as leaders. To fill the gap, Barbara Kellerman gave us Bad Leadership: What It Is, How It Happens, Why It Matters. Her approach addresses what she calls the “elephant in the room; bad leadership.” Most discussions tend to cast leadership as good, either ignoring bad leadership or presenting it as …

The subtitle of Maxwell’s book is “Follow Them, and People Will Follow You.” Each time I read that, I hear a rejoinder in my head: “Don’t follow them, and people won’t follow you.” Revised and updated in 2007 for the 10th anniversary of The 21 Irrefutable Laws, this book is rightly regarded as a foundational piece of the leadership literature.
As the title indicates, Maxwell presents 21 laws of leadership, all of which are free-standing and yet buttressed by one another. You can learn a lot simply by reviewing the 21 …