First appearing in 1965, "The Autobiography of Malcolm X" has proved an enduring and much-discussed publication for its frank portrait of the rise of one of America's most important black activists. Taken from thousands of hours of conversations with Malcolm X in the 1960s, the book offers a candid look at Malcolm X's education that was eventually completed on the street, in prison, and under the tutelage of Muslim mentors and spiritual leaders. Students will be enlightened by this examination of the autobiography that was transcribed and constructed by then-unknown journalist Alex Haley
The Why of Work: How Great Leaders Build Abundant Organizations That Win
Before you ask, "Why aren't my employees working harder?" . . . ask yourself, "Why are my employees working?" ADVANCE PRAISE FOR THE WHY OF WORK: "Principled, timely, and engaging, The Why of Work teaches that building a culture of abundance and common purpose is essential to organizational success." -- Stephen R. Covey, bestselling author of 7 Habits of Highly Effective People
Comebacks: Powerful Lessons from Leaders Who Endured Setbacks and Recaptured Success on Their Terms
Insight from leaders who experienced major setbacks and redefined success In tough economic times, when careers are derailed and leaders are forced to rewrite their professional plans, this book enlightens and uplifts. Comebacks features an all-star cast of ten leaders who endured setbacks-for some a public fall in the midst of media scrutiny-then reassessed and moved ahead with new purpose.
ACTIVE Learning for Exemplary Leaders The best leaders are the best learners. This evidence-based truth has been a foundational principle of The Leadership Challenge since it was first published nearly twenty-five years ago. In this new work, bestselling Leadership Challenge authors Jim Kouzes and Barry Posner team up with experiential learning expert Elaine Biech to bring today's leaders over 100 engaging activities designed to expand and accelerate their leadership development efforts.
Modern organisations need great leadership not only from the chief executive officer or their equivalent, but at every level of management. Arguably, as high-calibre management skills are inferred from every successful twenty-first century operation, what sets the truly great organization ahead of its competitors is the quality of its leadership. The personal qualities and abilities that great leaders possess cannot be taught in the same way that the skills and techniques of good management can. Leadership is an intensely human activity, and great leadership takes many different forms.
