Is your company suffering from an identity crisis?

Corporate identity goes deeper than simply having a logo design updated, or hiring an agency to create a snappy tagline and ad campaign. Organizations can achieve their full potential by living according to their true identity. The core values create a corporate identity that every individual in the organization should believe in and stand up for. A logo design may be updated with every passing trend, but core values and practices are timeless and transcend the organization.

Dr. Blaine Lee outlines useful methods to overcome powerlessness, emphasizing that in our business or personal lives, we are always faced with a Choice. This is a book for people who need to understand the greatest power is that which comes through integrity, how principle-centered power, or the way you live your life, is the way to getting the kind of power, respect, and honor that outlasts a lifetime.

To understand basic human behavior and relations, we must first recognize that most often it is irrational, and we cannot simply answer leadership problems with trendy, simplistic formulas. This artfully written and unique book is fresh in its perspective, offering an out-of-the-box approach and exploring a new way of looking at things.

Every leader has, at one time or another, made these four fatal assumptions:

1. Assuming constituents have understood the message
2. Assuming constituents agree to the message
3. Assuming constituents care about the message
4. Assuming constituents will act accordingly

We are only human, and leaders sometimes assume the message has gotten through and communication has taken place. More often than not, there is a breakdown. Whether others may tailor the message to suit their own personal agendas or are feeling disconnected, as almost half of working Americans feel towards their company or organization, this book focuses on how individual leaders can achieve results through big ideas involving creating better strategic alignment, greater credibility, and clarity.

Understand how a leader’s mistaken assumptions can create gridlock and organizational jams. This must-read for business managers provides real-life stories on companies from Mattel to Procter & Gamble, Daimler-Chrysler, to Coca-Cola. Pam Harper proposes six guidelines of organizational reality to UNLOCK your company from Strategic Gridlock, so you can drive it down the road to high-performance.

Whether your company is in e-commerce, going public/private, going through a merger/acquisition, entering a new market, reorganizing, outsourcing, or introducing new technology, all these situations can bring about strategic gridlock

In a global business climate that changes faster than any leader can plan, authors Clampitt and DeKoch have outlined the essence of leadership, by first explaining how false certainties are created, and then providing key ideas and insights into how to cultivate a culture that embraces uncertainty. They make the case that organizations which learn to live with a healthy amount of uncertainty perform better and maximize their people's potential.

First of all, as a leader, recognize that you are not expected to have all of the answers all of the time. It is part of the mantra of embracing uncertainty to do away with this shame in saying, “I don't know” and encouraging debate, more thoughtful decisionmaking, and more self-critique.

A maverick is an independent person who will not go along with the other members of a group (Oxford ESL Dictionary). This book provides priceless stories and insights from a maverick of the business world; an exemplary business leader who prefers not to follow orthodox beliefs in business, nor be eaten by the hyped up ideas of the present. Instead, he chooses the course of action that is appropriate for the changing times.

In a business that has become overloaded with corporate buzzwords, Steve Farber finds that true leadership is best achieved by returning to basic principles that are often overlooked in the cutthroat world of business leadership. In this modern parable, he redefines leadership by asking the reader to see it as an extreme sport – hence the term “Radical Leap,” an interesting acronym for its elements: Love, Energy, Audacity and Proof.

Like any sport, Radical Leadership challenges one to break free from the conventional, and makes you face your own mortality and imperfections in order to turn you into a leader people will follow to hell and back.

While some skeptics may view the LEAP as too touchy-feely and sketchy in principle, it cannot be ignored that they are principles that have inspired countless of others to follow people into wars, fanned religious flames, and built the empires of visionaries who had nothing going for them except vision and the ability to infect others with the same drive.

These principles are, in essence, the fuel that drives people to change the world.

Robert E. Quinn's first book, Deep Change: Discovering the Leader Within, expounded on the idea that changes in leadership styles and effectiveness required changes first and foremost within the leader's self. In the years that followed, reader feedback provided Quinn with a new model of leadership, one that reflected leadership as a state of being rather than just a pattern of behavioral modifications.

Thus emerged Building the Bridge as You Walk on It: A Guide for Leading Change. Ensconced in these pages of literature are valuable insights that detail the fundamental state of leadership, how you can achieve it and how to lead others towards it. Enriched with anecdotes from personal experiences of people who have experienced deep change, this book illustrates how deep change and entering the fundamental state of leadership improves relationships not only at the workplace but also at home and with one's self.

How would you react if you were told by your top boss that you have a problem and that problem is you – only you don't know how on earth you can be THE problem? Sounds confusing, doesn't it? Well, in this simple, practical, enlightening, maybe even lifechanging business book from the Arbringer Institute, you'll find that at the center of most organizational problems is the human frailty of Self-Deception.

With its easy-to-read narrative style and analogy by common life examples, you'll find the concepts and principles adaptable to any work environment. Sometimes, you'll hardly feel that you're reading a business book because the subject is deeply rooted on how you behave as an individual, as a person and thus, may also be applied to your everyday life.

The lessons provided by revolutionaries George Washington, Thomas Jefferson, Benjamin Franklin, John Adams – to name a few – need not be confined to students of history. The strategies that made the Founding Fathers succeed in forging a republic can also be applied to the boardrooms of IBM, Nike, Honda, Wal-Mart and other modern corporations. The pitfalls and difficulties they encountered also give a valuable insight on how the attitude, tenacity and pragmatism of the leaders enabled them to overcome tremendous obstacles.

Managing a company need not be complicated, and being a CEO should be conceptually simple. True, business leaders face difficult problems and challenges, but they eventually get the results they want. Complications arise when CEOs refuse or fail to focus on the source of the problem. They are distracted by side-issues and get confused because they succumb to one or more of the five temptations that face every business leader.

The author uses a fable to expose the inherent human temptations that create barriers to successful leadership. CEOs, at one time or another, fail to overcome the temptations which are deceptively simple since they are considered human nature. The book sweeps away the confusions that prevent managers from achieving their goal — guiding them away from the pitfalls of the five temptations.

When things go wrong — whether in your personal or professional life - chances are you resort to quick-fix plans, strategies and techniques for altering and improving your environment. Often, the problem is caused by a misalignment of your actions and decisions with the correct principles. To solve it, you need to alter not the external circumstances but your perspective.

Best-selling author Stephen M. R. Covey introduces a new management paradigm that can help you transform, not only your organization, but your personal relationships as well. He reveals how you can achieve effective personal and organizational leadership by centering your actions and decisions on a set of time-tested principles.

Bestselling author Steve Chandler and lawyer Scott Richardson show readers how to get the best results from their people. They show how leaders must motivate from the top down in order to be effective.

“100 Ways to Motivate Others” is the result of many years of experience in successful leadership coaching and training. The book shares with readers practical methods that can inspire and encourage others.

Nowadays, leadership is not limited to the level of the senior managers. At every level in the career ladder, employees are expected to work towards this particular goal - of becoming a leader in the future.

In order to properly do this, it is important to identify certain things with regard to the employees and the organization as a whole.

There is no hard and fast training program to create and mold future leaders. Each organization and each employee has their own individual requirements. Development programs must be tweaked to tailor to the differing needs.

Whether an organization has an existing development program or is planning to develop a new one from scratch, these basic building blocks will serve as tools in order to come up with an effective curriculum.