When it comes to evaluating a firm, leadership matters. We know that financial outcomes can predict about 50 percent of a firm's market value. Intangibles like strategy, brand, talent, R&D, innovation, risk, and so on account for the rest. But leadership underlies them all. And despite how important we know it is, we've been forced to rely on subjective and unreliable ways to measure its impact—until now. In this landmark book, leadership scholar, author, and consultant Dave Ulrich proposes a “leadership capital index”—a Moody's or Standard and Poor's rating for leadership. Drawing on research from investors and business leaders, and synthesizing the work of dozens of consulting firms and leadership experts, Ulrich analyzes two broad domains, each comprising five factors. The individual domain includes personal qualities, strategic prowess, execution proficiency, interpersonal skills, and fit between the leader's style and the organization's market promises. The organizational domain encompasses a leader's ability to create customer-focused cultures, manage talent, demand accountability, use information to gain competitive advantage, and set up work processes to deal with change. Ulrich details rigorous metrics and methods for evaluating leaders on each of these factors. The result is a groundbreaking book that will be of vital interest not only to equity and debt investors but also to boards of directors, executive teams, human resource and leadership development professionals, government and ratings agencies—and of course to leaders themselves.

This book provides a leadership capital index, a thorough way of assessing how the quality of a company's leadership impacts its value (e. g. like a Moody's index for leadership). It offers an alternative to the instinctive and subjective approaches people have been forced to take in the past.

The Leadership Capital Index develops a conceptual framework of leadership capital and a diagnostic tool - the Leadership Capital Index (LCI) - to measure and evaluate the fluctuating nature of the leadership capital of leaders. Differing amounts of leadership capital, a combination of skills, relations and reputation, allow leaders to succeed or bring about their failure. This book brings together leading international scholars in the field to engage with the concept of 'leadership capital' and use and apply the LCI to a variety of comparative case studies. The book provides an important, timely, and innovative contribution to the now flourishing academic discipline of political leadership studies. The LCI offers a comprehensive yet parsimonious and easily applicable 10 point matrix to examine leadership authority over time and in different political contexts. In each case, leaders 'spend' and put their 'stock' of authority and support at risk. United States president Lyndon Johnson arm-twisting Congress to put into effect civil rights legislation; Tony Blair taking the United Kingdom into the invasion of Iraq; Angela Merkel committing Germany to a generous reception of refugees: all 'spent capital' to forge public policy they believed in. The volume examines how office-holders acquire, consolidate, risk, and lose such capital, and concentrates predominantly on elected 'chief executives' at the national level, including majoritarian and consensus systems, multiple and singular cases, and also examines some presidential and sub-national cases. The Leadership Capital Index is an exploratory volume, with chapters providing a series of plausibility probes to see how the LCI framework 'performs' as a descriptive and analytical tool.

In this book leading scholar, author, and consultant Dave Ulrich provides a leadership capital index a thorough way of assessing how the quality of a company's leadership impacts its value (e.g like a Moody's index for leadership). Drawing on ten years of work Ulrich finally offers an alternative to the instinctive and subjective approaches people have been forced to take in the past. In successive chapters, Ulrich develops multiple dimensions of this leadership capital index, including leaders' personal abilities (their personal proficiency, strategic proficiency, execution proficiency, people proficiency, and leadership brand proficiency) and organizational leadership capabilities (cultural capability, talent management, performance accountability, information management systems, and work process). The result is a ground breaking book that opens up a major new area of understanding and analysis of business and leadership. Everyone agrees that much of the success of any company depends on the quality of its leadership. Yet there is has been no rigorous, comprehensive way of rating leadership quality as it relates to company market value until now.

The Leadership Capital Index develops a conceptual framework of leadership capital and a diagnostic tool - the Leadership Capital Index (LCI) - to measure and evaluate the fluctuating nature of the leadership capital of leaders. Differing amounts of leadership capital, a combination of skills, relations and reputation, allow leaders to succeed or bring about their failure. This book brings together leading international scholars in the field to engage with the concept of 'leadership capital' and use and apply the LCI to a variety of comparative case studies. The book provides an important, timely, and innovative contribution to the now flourishing academic discipline of political leadership studies. The LCI offers a comprehensive yet parsimonious and easily applicable 10 point matrix to examine leadership authority over time and in different political contexts. In each case, leaders 'spend' and put their 'stock' of authority and support at risk. United States president Lyndon Johnson arm-twisting Congress to put into effect civil rights legislation; Tony Blair taking the United Kingdom into the invasion of Iraq; Angela Merkel committing Germany to a generous reception of refugees: all 'spent capital' to forge public policy they believed in. The volume examines how office-holders acquire, consolidate, risk, and lose such capital, and concentrates predominantly on elected 'chief executives' at the national level, including majoritarian and consensus systems, multiple and singular cases, and also examines some presidential and sub-national cases. The Leadership Capital Index is an exploratory volume, with chapters providing a series of plausibility probes to see how the LCI framework 'performs' as a descriptive and analytical tool.

What makes a great leader? It's a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any? Dave Ulrich, Norm Smallwood, and Kate Sweetman set out to answer these questions—to crack the code of leadership. Drawing on decades of research experience, the authors conducted extensive interviews with a variety of respected CEOs, academics, experienced executives, and seasoned consultants—and heard the same five essentials repeated again and again. These five rules became The Leadership Code. In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning. Crack the leadership code—and take your leadership to the next level.

The future of learning depends absolutely on the future of teaching. In this latest and most important collaboration, Andy Hargreaves and Michael Fullan show how the quality of teaching is captured in a compelling new idea: the professional capital of every teacher working together in every school. Speaking out against policies that result in a teaching force that is inexperienced, inexpensive, and exhausted in short order, these two world authorities--who know teaching and leadership inside out--set out a groundbreaking new agenda to transform the future of teaching and public education. Ideas-driven, evidence-based, and strategically powerful, Professional Capital combats the tired arguments and stereotypes of teachers and teaching and shows us how to change them by demanding more of the teaching profession and more from the systems that support it. This is a book that no one connected with schools can afford to ignore. This book features: (1) a powerful and practical solution to what ails American schools; (2) Action guidelines for all groups--individual teachers, administrators, schools and districts, state and federal leaders; (3) a next-generation update of core themes from the authors' bestselling book, "What's Worth Fighting for in Your School?" [This book was co-published with the Ontario Principals' Council.].

Human capital—the knowledge, skills, and health that people accumulate over their lives—is a central driver of sustainable growth, poverty reduction, and successful societies. More human capital is associated with higher earnings for people, higher income for countries, and stronger cohesion in societies. Much of the hard-won human capital gains in many economies over the past decade is at risk of being eroded by the COVID-19 (coronavirus) pandemic. Urgent action is needed to protect these advances, particularly among the poor and vulnerable. Designing the needed interventions, targeting them to achieve the highest effectiveness, and navigating difficult trade-offs make investing in better measurement of human capital now more important than ever. The Human Capital Index (HCI)—launched in 2018 as part of the Human Capital Project—is an international metric that benchmarks the key components of human capital across economies. The HCI is a global effort to accelerate progress toward a world where all children can achieve their full potential. Measuring the human capital that children born today can expect to attain by their 18th birthdays, the HCI highlights how current health and education outcomes shape the productivity of the next generation of workers and underscores the importance of government and societal investments in human capital. The Human Capital Index 2020 Update: Human Capital in the Time of COVID-19 presents the first update of the HCI, using health and education data available as of March 2020. It documents new evidence on trends, examples of successes, and analytical work on the utilization of human capital. The new data—collected before the global onset of COVID-19—can act as a baseline to track its effects on health and education outcomes. The report highlights how better measurement is essential for policy makers to design effective interventions and target support. In the immediate term, investments in better measurement and data use will guide pandemic containment strategies and support for those who are most affected. In the medium term, better curation and use of administrative, survey, and identification data can guide policy choices in an environment of limited fiscal space and competing priorities. In the longer term, the hope is that economies will be able to do more than simply recover lost ground. Ambitious, evidence-driven policy measures in health, education, and social protection can pave the way for today’s children to surpass the human capital achievements and quality of life of the generations that preceded them.

Cycling from practice to theory and back again, this concise book provides the skinny on motion leadership, or how to “move” individuals, institutions, and whole systems forward.

From its 1790 founding until 1974, Washington, D.C.--capital of "the land of the free--lacked democratically elected city leadership. Fed up with governance dictated by white stakeholders, federal officials, and unelected representatives, local D.C. activists catalyzed a new phase of the fight for home rule. Amid the upheavals of the 1960s, they gave expression to the frustrations of black residents and wrestled for control of their city. Bringing together histories of the carceral and welfare states, as well as the civil rights and Black Power movements, Lauren Pearlman narrates this struggle for self-determination in the nation's capital. She captures the transition from black protest to black political power under the Lyndon Johnson and Richard Nixon administrations and against the backdrop of local battles over the War on Poverty and the War on Crime. Through intense clashes over funds and programming, Washington residents pushed for greater participatory democracy and community control. However, the anticrime apparatus built by the Johnson and Nixon administrations curbed efforts to achieve true home rule. As Pearlman reveals, this conflict laid the foundation for the next fifty years of D.C. governance, connecting issues of civil rights, law and order, and urban renewal.