The Best 20 Books on Leadership (10 more)
In my post yesterday I have listed my favorite 10 books on leadership. These other 10 book have also taught me valuable principles of leadership. They are not necessarily in order.
In my post yesterday I have listed my favorite 10 books on leadership. These other 10 book have also taught me valuable principles of leadership. They are not necessarily in order.
This is a list of 10 of the best book about leadership that I have actually read.
Grit is the combination of passion and perseverance. Angela Duckworth found grit to be a stronger predictor of high-achievement than intelligence, talent and other personality traits.
The title and the message of the book by Brené Brown Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead, are inspired by a speech given by Teddy Roosevelt in 1910
The Gift of Imperfection is more than a self-help book, it is a motivational and inspiring guide to what she called “wholehearted” living.
Steve Covey organizes his book in a series of habits, showing them as a progression from dependence through independence on to interdependence.
Walter Isaacson’s biography of Steve Jobs is in some ways another Jobs’ carefully crafted product, and these are my favorite 23 quotes from the book
Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses is a book by Eric Reis that presents a method for developing and managing startups or new ventures in bigger organizations.
The argument of this book is that a series of shared properties and patterns recur again and again in unusually fertile environments … The more we embrace these patterns — in our private work habits and hobbies, in our office environments, in the design of new software tools — the better we will be at tapping our extraordinary capacity for innovative thinking.
In The Innovator’s Solution, Clayton M. Christensen explains that innovation is not as unpredictable as most managers have come to believe. Although the process of innovations may seem random, if business leaders understand and properly manage the variables that influence the process, they can learn to create truly disruptive growth.
The Innovator’s Dilemma explains the power of disruption, why market leaders are often set up to fail as technologies and industries change and what incumbents can do to secure their market leadership for a long time.
This is the second part of the post about the book by Malcolm Gladwell, David and Goliath: Underdogs, Misfits, and the Art of Battling Giants
David and Goliath: Underdogs, Misfits, and the Art of Battling Giants by Malcolm Gladwell is about the advantages of disadvantages — and the disadvantages of seeming advantages.
In Blink Gladwell discusses how people’s subconscious strongly influence their decisions. We like to believe that we make decisions based on reason, but more often than we think, our decisions are based on snap judgments.
Blink explores the connection between psychological and neurological research and human intuition. In Blink Gladwell discuss how people’s subconscious strongly influence their decisions.
The Law of Respect states that people naturally follow leaders stronger than themselves
The Law of Solid Ground states that trust is the foundation of leadership. This is the is the 6th of John Maxwell’s 21 Irrefutable Laws of Leadership.
The Law of Navigation is the 4th of The 21 Irrefutable Laws of Leadership by John Maxwell. It is about the importance of planning ahead and control direction.
Often people think that a worthy cause is all that is needed to rally people and motivate them, but people buy into the leader first, then the leader’s vision.
The true measure of leadership is influence—nothing more, nothing less.
Leadership ability is the lid that determines a person’s level of effectiveness. The lower an individual’s ability to lead, the lower the lid on his potential. The higher the individual’s ability to lead, the higher the lid on his potential.
Why certain leaders or companies are successful, and others are not? Because “people don’t buy what you do; they buy why you do it.”