A provocative guide to the First Families from the Kennedys to the Reagans examines the different and important roles that family members play in presidential politics

All the President's Kin.

History

Kellerman, Barbara

Americas

Free Pr

From one of the pioneers in the field of leadership studies comes a provocative reassessment of how people lead in the digital age: in The End of Leadership, Barbara Kellerman reveals a new way of thinking about leadership—and followership—in the twenty-first century. Building off of the strengths and insights of her work as a scholar and a teacher, Kellerman critically reexamines our most strongly-held assumptions about the role of leadership in driving success. Revealing which of our beliefs have become dangerously out-of-date thanks to advances in social media culture, she also calls into question the value of the so-called “leadership industry” itself. Asking whether leadership can truly be taught, Kellerman forces us to think critically and expansively about how to thrive as leaders in a global information age.

The End of Leadership

Business & Money

Business Culture

Harper Business

"Bravo to Barbara Kellerman! Building upon a lifetime of scholarship and upon a popular course she has created at Harvard, Kellerman brings between the covers of a single volume the world's classic literature on leadership. Every thoughtful leader will find deep, rich rewards here." -- David Gergen, Director, Center for Public Leadership Harvard Kennedy School, Former Presidential Adviser Bolster your leadership literacy―and improve your performance as a leader or manager. 
Leadership, says author, leadership expert, and Harvard Professor Barbara Kellerman, "is all about what leaders should learn―but it is decidedly not, deliberately not, about what leadership education has lately come to look like." 
Instead, Leadership is a concise yet expansive collection of great leadership literature that has stood the test of time. As Kellerman makes clear in her extensive, authoritative commentaries, every single selection has had, and continues to have, an impact on how and what we think about what it means to lead. And every single one has had an impact on leadership as an area of intellectual inquiry―as well as on the course of human history. 
Part I of Leadership consists of writings about leadership:
<ul>
<li>Lao Tzu―on how to lead lightly </li>
<li>Plato―on tyrants and philosopher-kings </li>
<li>Machiavelli―on the preservation of power</li>
</ul>
In Part II, you'll find examples of what Kellerman uniquely identifies as writing as leadership―works and words that thanks to their persuasiveness and power, changed the world:
<ul>
<li>Thomas Paine―Common Sense </li>
<li>Elizabeth Cady Stanton―"Declaration of Sentiments" </li>
<li>Rachel Carson―Silent Spring</li>
</ul>
Part III presents leaders in action―individuals who seized the moment to captivate, motivate, and lead with their singular personal power to persuade:
<ul>
<li>Abraham Lincoln―on war and redemption </li>
<li>Elizabeth I―on gender and power </li>
<li>Vaclav Havel―on the power of the powerless</li>
</ul>
The selections themselves, each a classic of the leadership literature, together with Kellerman's expert commentary, make Leadership required reading for those who want to learn about, reflect on, and even apply the greatest leadership literature lessons, ever. 
Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at Harvard University's John F. Kennedy School of Government. Her writing has appeared in The New York Times, The Washington Post, The Boston Globe, The Los Angeles Times, and Harvard Business Review, and she has appeared on CBS, NBC, NPR, and CNN. She is author and editor of many books on leadership, most recently Bad Leadership and Followership. Kellerman is ranked by Forbes.com as among the "Top 50 Business Thinkers" (2009), and by Leadership Excellence in the top 15 of 100 "best minds on leadership" (2008-2009).

LEADERSHIP: Essential Selections on Power, Authority, and Influence

McGraw=Hill

An edited collection of thirteen original chapters by leadership experts from a variety of social science/business disciplines. The first treatment of leadership studies from an interdisciplinary perspective.

Leadership: Multidisciplinary Perspectives

Management & Leadership

Pearson

Over the last 40 years, the leadership industry has grown exponentially. Yet leadership education, training, and development still fall far short. Moreover, leaders are demeaned, degraded, and derided as they never were before. Why? The problem is leadership has stayed stuck. It has remained an occupation instead of becoming a profession. Unlike medicine and law, leadership has no core curriculum considered essential. It has no widely agreed on metric, or criteria for qualification. And it has no professional association to oversee the conduct of its members or assure minimum standards. Professionalizing Leadership looks to a past in which learning to lead was the most important of eruditions. It looks to a present in which learning to lead is as effortless as ubiquitous. And it looks to a future in which learning to be a leader might look different altogether - it might resemble the far more rigorous process of learning to be a doctor or a lawyer. As it stands now, the military is the only major American institution that gets it right. It assumes leadership is a profession that requires those who practice it to be taught in accordance with high professional standards. Barbara Kellerman draws on the military experience specifically to develop a template for learning how to lead generally. Leadership in the first quarter of the present century is different from what it was even in the last quarter of the past century - which is why leadership taught casually and carelessly should no longer suffice. Professionalizing Leadership addresses precisely the problem of how to prepare leaders in accordance with professional norms. It provides the template necessary for transforming leadership from dubious occupation to respectable profession.

Professionalizing Leadership

Oxford University Press

Examines the domestic policies of the presidents from John F. Kennedy to Ronald Reagan and discusses the efforts of presidents to provide leadership for the country

The Political Presidency: Practice of Leadership from Kennedy Through Reagan

Politics & Social Sciences

Politics & Government

How presidents lead--or fail to--is the central concern of this pointed analysis of political leadership in America. Beginning with a solid theoretical examination of the political leadership, Kellerman moves on to assess the nature of presidential power under America's six most recent administrations and considers the way each president handled the most important item on his domestic agenda.

The Political Presidency: Practice of Leadership from Kennedy through Reagan

Leadership from Bad to Worse is about how leadership that is bad, invariably, inexorably, gets worse - unless it is somehow, by someone or something, stopped or slowed. The process of going from bad to worse tends to be steady, as opposed to hasty. But once bad burrows in, it digs in. It digs in deeper and then deeper, making it difficult finally to extract or excise without getting rid of whoever and whatever is involved. This work draws on four cases of bad leadership: two in political leadership, two in business leadership. - to show how it goes from bad to worse. Kellerman finds that bad leadership and bad followership go through four phases of development: 1) Onward and Upward; 2) Followers Join In; 3) Leaders Start In; and 4) Bad to Worse. These findings correctly suggest that the book, in addition to being of theoretical interest, is of practical import. It is intended, deliberately, to serve as an early warning system. By breaking bad leadership and followership into phases - each more ominous and ultimately dangerous than the one preceding - their progression will be easier to predict and detect. And easier, therefore, to slow or, preferably, to stop before they turn toxic. Bad leadership is a social disease. But unlike diseases that are physical or psychological, it remains at the margins of our collective concerns. Leadership from Bad to Worse is, then, a corrective. Knowing that bad leadership can be checked before it corrupts is knowing that bad and then worse can be, if not completely precluded, then sometimes short-circuited.

Leadership from Bad to Worse: What Happens When Bad Festers

The President As World Leader

Barilleaux, Ryan H.

St Martins Pr

Reinventing Leadership: Making the Connection Between Politics and Business (Suny Series in Leadership Studies)

State Univ of New York Pr

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Books by Kellerman, Barbara