"The Leading Edge" contains 40 dynamic leadership nuggets from Hayford's best columns published in "Ministries Today" with additional information, suggestions and reflections. Readers can uncover an approach that takes them through a process of leadership-skill development.

The critics who despair of the coming of imaginative, charismatic leaders to replace the so-called manipulative caretakers of American corporations don't tell us much about what leadership actually is, or, for that matter, what management is either. Now, John P. Kotter, who focused on why we have a leadership crisis in The Leadership Factor shows here, with compelling evidence, what leadership really means today, why it is rarely associated with larger-than-life charismatics, precisely how it is different from management, and yet why both good leadership and management are essential for business success, especially for complex organizations operating in changing environments. Leadership, Kotter clearly demonstrates, is for the most part not a god-like figure transforming subordinates into superhumans, but is in fact a process that creates change -- a process which often involves hundreds or even thousands of "little acts of leadership" orchestrated by people who have the profound insight to realize this. Building on his landmark study of 15 successful general managers, Kotter presents detailed accounts of how senior and middle managers in major corporations, in close concert with colleagues and subordinates, were able to create a leadership process that put into action hundreds of commonsense ideas and procedures that, in combination with competent management, produced extraordinary results. This leadership turned NCR from a loser to a big winner in automated teller machines, despite intense competition from IBM. The same process at American Express and SAS helped businesses grow dramatically despite the fact that they were "mature" and "commodity-like." Kotter also shows how leadership turned around operations at P&G and Kodak; produced huge business successes at PepsiCo, ARCO, and ConAgra; and made the impossible occasionally happen at Digital. Thousands of companies today are overmanaged and underled, John Kotter concludes, not because managers lack charisma, but because far too few executives have a clear understanding of what leadership is and what it can accomplish. Without such a vision, even the most capable people have great difficulty trying to lead effectively and to create the cultures which will help others to lead.

Along with scholarly research on leadership, The Parker Principles incorporates a unique leadership mosaic of personal experiences and learnings from a dynamic array of sources: West Point, U.S. Army Rangers, Combat and an array of the best organizations in the corporate world. The Parker Principles is about sharing great leadership lessons.

Leadership is all about leading people. if you can't effectively lead people, you can't be considered an effective leader. The Force Multiplier is the leadership book for everyone who wants to maximize their ability to lead people. From the opening chapter, Tony Chatman provides a fresh approach to the familiar, real world problems facing leaders. This book provides a practical roadmap to prepare you for the diverse challenges of leading people. Learn How to: Get the best out of everyone Build trust, loyalty, and respect among your team Transform adversaries into allies. Whether you're a frontline leader or a member of the C-suite, leading people is critical to your career success. Drop the "There's no good people out there" excuse and become The Force Multiplier.

A Stunning Achievement in Change ManagementIn October of 1997, the nation's top business theorists and practitioners met at a conference cosponsored by USC's Leadership Institute and the Center for Effective Organizations. The group was challenged to present their most advanced ideas regarding leadership and change management. This guide is the stunning result of their collective efforts. Charged with fascinating case studies, action strategies, and unbeatable advice, The Leader's Change Handbook features fresh works by Christopher Bartlett, Michael Beer, John Kotter, David Nadler, Ron Heifetz, Susan Mohrman, Bob Quinn and other distinguished contributors. What it offers is a uniquely coherent, cutting-edge approach to leading today's organizations -- an approach only this elite group, working together toward a common vision, could offer.

The Legal Theory of Carl Schmitt provides a detailed analysis of Schmitt’s institutional theory of law, mainly developed in the books published between the end of the 1920s and the beginning of the 1930s. By reading Schmitt’s overall work through the lens of his institutional turn, the authors offer a strikingly different interpretation of Schmitt’s theory of politics, law and the relation between these two domains. The book argues that Schmitt’s adhesion to legal institutionalism was a key theoretical achievement, based on serious reconsideration of the main flaws of his own decisionist paradigm, in the light of the French and Italian institutional theories of law. In so doing, the authors elucidate how Schmitt was able to unravel many of the impasses that affected his previous conceptual framework. The authors also make comparisons between Schmitt and other leading legal theorists (H. Kelsen, M. Hauriou, S. Romano and C. Mortati) and explain why the current legal debate should take into serious account his legacy.

From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.

"With over twenty-five years of experience helping business owners grow their companies, Wesley Middleton understands what it takes to be a leader. And with Violent Leadership, he shares some of the management techniques he has used to breathe creativity and life into a traditional industry. The turbulent business environment of today demands a violent leader- someone who is assertive and proactive, who takes risk and leads the change within an organization, who makes tough decisions when necessary. Take your life and your business in hand by force. Become a violent leader in your own organization."--book jacket

This edited collection focuses on the impact of the changing global distribution of power on the EU's energy policy and ability to project its approach to energy-related issues abroad. It maps the EU's changing position on global energy, the impact of various factors on its energy policy, and its relations with Russia, China, the USA and Brazil.