Credibility: How Leaders Gain and Lose It, Why People Demand It ANNOTATION
Based on surveys of more than 15,000 people, 400 case studies, and 40 in-depth interviews, Credibility shows why leadership is above all a relationship--with credibility as the cornerstone. The authors reveal the six key disciplines and related practices that strengthen a leader's capacity for developing and sustaining credibility.
FROM THE PUBLISHER
In this best-selling book, Kouzes and Posner (authors of The Leadership Challenge) explain why leadership is above all a relationship, with credibility as the cornerstone. They provide rich examples of real managers in action and reveal the six key disciplines and related practices that strengthen a leader's capacity for developing and sustaining credibility. Kouzes and Posner show how leaders can encourage greater initiative, risk-taking, and productivity by demonstrating trust in employees and resolving conflicts on the basis of principles, not positions.
SYNOPSIS
In these three brief, very usable volumes, George L. Morrisey--long recognized as a master in the field--offers his insights on the process of strategic thinking, and tactical and strategic planning. Each volume is valuable on its own; together, they represent an unprecedented resource no informed manager should be without. Drawing on examples from individual departments and work units as well as from the perspective of the total organization, Morrisey's series provides practical advice for all types of planning at any level of an organization.
FROM THE CRITICS
Publishers Weekly
Behavioral savants Kouzes and Posner ( The Leadership Challenge ) here provide philosophical and practical guidance for business executives at a time when computers, consultants, coproduction and ever-growing employee empowerment leave less for managers to do. Unsurprisingly, the authors place honesty, competence and a talent to inspire (``a set of values that can be learned'') at the core of effective leadership. From a penetrating survey of business methods and employee attitudes worldwide, Kouzes and Posner pinpoint future trends--e.g., more authority for customer contact personnel--in a logical, integrated and symbiotic organizational plan to replace a now-outdated omnipotent-boss system. Unfortunately, a hucksterish title and an introductory essay on ``credibility'' do a disservice to this broad and serious work's potential readership. 50,000 first printing; Executive Program book club selection; author tour. (Sept.)
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