Trust in government dropped to a near-record low during the 1992 election as Ross Perot’s startling campaign illustrated all too graphically. Stephen Craig shows the trajectory of this popular discontent over the years and predicts that the “confidence gap” is not likely to close until citizens adjust their perceptions and expectations of government—a shift that would represent a major change in our political culture. Blending survey data and interviews with both elites and nonelites, Craig gives us a nuanced view of how people assess their leaders, how leaders see themselves, and how opinions converge and diverge on the issues that matter most: the economy, the environment, and, above all, the quality of our democracy.
After decades of imperfect secularism, presided over by an often corrupt Congress establishment, Nehru's diverse republic has yielded to Hindu nationalism. India is collapsing under the weight of its own contradictions. Since 2014, the ruling BJP has unleashed forces that are irreversibly transforming the country. Indian democracy, honed over decades, is now the chief enabler of Hindu extremism. Bigotry has been ennobled as a healthy form of self-assertion, and anti-Muslim vitriol has deluged the mainstream, with religious minorities living in terror of a vengeful majority. Congress now mimics Modi; other parties pray for a miracle. In this blistering critique of India from Indira Gandhi to the present, Komireddi lays bare the cowardly concessions to the Hindu right, convenient distortions of India's past and demeaning bribes to minorities that led to Modi's decisive electoral victory. If secularists fail to reclaim the republic from Hindu nationalists, Komireddi argues, India will become Pakistan by another name.
The past 15 years of leadership research have taught us a valuable lesson: There is more than one way to be a successful leader. The Charismatic, Ideological, and Pragmatic (CIP) approach to leadership showcases three unique yet equally viable pathways to leading and influencing others. This book reviews the history of the CIP model of leadership and summarizes the empirical findings supporting the framework. Emerging areas of leadership research on the CIP model are explored, including: followership, shared leadership, measurement, and gender. Contributions from a range of international academics provide readers with insight into the foundation of the CIP theory of leadership and into where the future of leadership perspectives are headed. It includes a chapter for practitioners seeking to understand the framework through an applied lens and offers evidence for a new scale designed to quantify a leader’s CIP profile. Finally, a revised theoretical framework, incorporating key findings to expand the model to meet the diverse needs of future researchers and leaders is offered. This thought-provoking volume will be essential reading for all scholars, researchers and students interested in the charismatic, ideological, and pragmatic approach to leadership, as well as professionals considering the introduction of a new leadership model.
An instant national bestseller! Stanley McChrystal, the retired US Army general and bestselling author of Team of Teams, profiles thirteen of history’s great leaders, including Walt Disney, Coco Chanel, and Robert E. Lee, to show that leadership is not what you think it is—and never was. Stan McChrystal served for thirty-four years in the US Army, rising from a second lieutenant in the 82nd Airborne Division to a four-star general, in command of all American and coalition forces in Afghanistan. During those years he worked with countless leaders and pondered an ancient question: “What makes a leader great?” He came to realize that there is no simple answer. McChrystal profiles thirteen famous leaders from a wide range of eras and fields—from corporate CEOs to politicians and revolutionaries. He uses their stories to explore how leadership works in practice and to challenge the myths that complicate our thinking about this critical topic. With Plutarch’s Lives as his model, McChrystal looks at paired sets of leaders who followed unconventional paths to success. For instance. . . · Walt Disney and Coco Chanel built empires in very different ways. Both had public personas that sharply contrasted with how they lived in private. · Maximilien Robespierre helped shape the French Revolution in the eighteenth century; Abu Musab al-Zarqawi led the jihadist insurgency in Iraq in the twenty-first. We can draw surprising lessons from them about motivation and persuasion. · Both Boss Tweed in nineteenth-century New York and Margaret Thatcher in twentieth-century Britain followed unlikely roads to the top of powerful institutions. · Martin Luther and his future namesake Martin Luther King Jr., both local clergymen, emerged from modest backgrounds to lead world-changing movements. Finally, McChrystal explores how his former hero, General Robert E. Lee, could seemingly do everything right in his military career and yet lead the Confederate Army to a devastating defeat in the service of an immoral cause. Leaders will help you take stock of your own leadership, whether you’re part of a small team or responsible for an entire nation.
Toxic leaders, both political, like Slobodan Milosevic, and corporate, like Enron's Ken Lay, have always been with us, and many books have been written to explain what makes them tick. Here leadership scholar Jean Lipman-Blumen explains what makes the followers tick, exploring why people will tolerate--and remain loyal to--leaders who are destructive to their organizations, their employees, or their nations. Why do we knowingly follow, seldom unseat, frequently prefer, and sometimes even create toxic leaders? Lipman-Blumen argues that these leaders appeal to our deepest needs, playing on our anxieties and fears, on our yearnings for security, high self-esteem, and significance, and on our desire for noble enterprises and immortality. She also explores how followers inadvertently keep themselves in line by a set of insidious control myths that they internalize. For example, the belief that the leader must necessarily be in a position to "know more" than the followers often stills their objections. In addition, outside forces--such as economic depressions, political upheavals, or a crisis in a company--can increase our anxiety and our longing for charismatic leaders. Lipman-Blumen shows how followers can learn critical lessons for the future and survive in the meantime. She discusses how to confront, reform, undermine, blow the whistle on, or oust a toxic leader. And she suggests how we can diminish our need for strong leaders, identify "reluctant leaders" among competent followers, and even nurture the leader within ourselves. Toxic leaders charm, manipulate, mistreat, weaken, and ultimately devastate their followers. The Allure of Toxic Leaders tells us how to recognize these leaders before it's too late.
This book from the acclaimed management writer Adrian Furnham, explores the dark side of leadership and how and why leaders can have a negative impact upon their companies and organisations. It asks why too often people do not speak out but instead ignore the problems they are causing.
Destructive Leadership and Management Hypocrisy: Advances in Theory and Practice explores detailed insights into destructive leadership, providing a deeper understanding of the implications of destructive leadership and valuable warnings and lessons to apply to your own career or organization.
Kenneth A. Shaw’s book is a unique combination of theoretical ideology and practical advice on the art and skill of leadership. He offers a concise definition of leadership as a process of persuasion and demonstrates how specific methods are applied to reach that goal. The book covers a wide range of topics such as self-awareness, conflict resolution, motivating others, decision making, communicating effectively, and group dynamics. Shaw’s work encompasses broader views of leadership including issues of diversity and ethics, international leadership, and women in leadership roles. He draws on his extraordinary personal experience to present concrete examples of leadership successes. This book is the essential tool for those who want to study, practice, and perform at the highest levels of leadership, whether it is with small groups or international organizations. Kenneth A. Shaw served as a campus or system president for twenty-seven years at Southern Illinois University, the University of Wisconsin system, and Syracuse University, where he spent his last thirteen years as chancellor. A recipient of eight honorary degrees, Shaw is the author of The Successful President and numerous articles on leadership and issues in higher education. As chancellor emeritus, he teaches leadership courses at Syracuse University.
Based on a leading scholar's firsthand observations of legislatures as well as extensive interviews with legislators, legislative staff, and lobbyists, this important work describes and analyzes the contemporary state of legislatures and the legislative process in the fifty states. It explores the principal elements of legislatures, including the processes by which legislation is enacted, the impact of the media, political competition and partisanship, lobbyists and lobbying, the challenge of ethics, the role of leadership, and the linkage between legislators and their constituencies. Thematically, Alan Rosenthal argues that despite the popular perception that legislatures are autocratic, arbitrary, isolated, unresponsive, and up for sale, legislatures are, in fact, extraordinarily democratic and becoming more so. He concludes, furthermore, that the dangers to representative democracy today are substantial. The Decline of Representative Democracy builds on the growing literature in state politics and state legislatures. It also relies on the author's participant-observer research, interviews conducted especially for this book, and his years in the field. Many illustrative examples help to clarify the theoretical points made throughout the book, which in turn provide provocative sources of debate for students of the legislative process.
