As he took charge of his city’s response to the 9/11 attacks, New York City's mayor Rudy Giuliani became the most admired man in America, and perhaps the world. Featuring interviews with longtime political associates, teachers, protégées, and friends, as well as his opponents, critics, and other astute political observers, Giuliani presents a living portrait of one of the most prominent and controversial politicians of our era.
The critical influence of bankers and credit agencies on the mayors of the Big Apple comes to light in this fascinating study. Lynne A. Weikart reveals how financial elites in New York City have exploited recurring fiscal crises and sharply curtailed the range of choices open to mayors in setting priorities and implementing fiscal policy. Despite the appearance of objectivity and neutrality, bankers and bond-rating agencies capitalize on crises to expand their influence and force the city to drastically reduce its spending and payroll, significantly degrading the quality of city services. In the face of enormous pressure to defer programs and compromise promises to constituents, however, committed mayors from Fiorello LaGuardia to Michael Bloomberg have still managed to overcome obstacles and achieve progressive goals.
Some corporations spend millions of dollars on so-called "crisis communication plans." Others offer lip service, avoiding the subject like the plague. They simply hope for the best, praying that they never face a crisis. Either way, as Steve Adubato says, "Wishful thinking is no substitute for a strategic plan." Nationally recognized communication coach and four-time Emmy Awardûwinning broadcaster Steve Adubato has been teaching, writing, and thinking about comm¡unication, leadership, and crisis communication for nearly two decades. In What Were They Thinking? Adubato examines twenty-two controversial and complex public relations and media mishaps, many of which were played out in public. Among cases and people discussed are: The Johnson & Johnson Tylenol scare: Perhaps the best crisis management ever Don Imus: Sometimes saying "sorry" is too little too late Former Attorney General Alberto Gonzales: Authority does not put you above questioning Bill O'Reilly: Know when to stop defending yourself and save face Former EPA Administrator Christie Whitman: Proof that your written words can come back to haunt you Hurricane Katrina: A natural disaster that led to a larger governmental disaster The Catholic Church's pedophilia scandal: Denial won't get rid of the skeletons in your closet Arranged in short chapters detailing each case individually, the book provides a brief history of the topics and answers the questions: Who got it right? Who got it wrong? What can the rest of us learn from them?
This book explores and critiques the process of spatial regulation in post-war New York, focusing on the period after the fiscal crisis of the 1970s, examining the ideological underpinnings and practical applications of urban renewal, exclusionary zoning, anti-vagrancy laws, and order-maintenance policing. It argues that these practices were part of a class project that deflected attention from the underlying causes of poverty, eroded civil rights, and sought to enable real estate investment, high-end consumption, mainstream tourism, and corporate success.
Military veterans have had some of the most intensive leadership training available. Many return to their communities seeking to apply what they have learned. Those who enter the world of public affairs--where colleagues are increasingly less likely to have served in the military--may encounter a popular misconception: that military leadership is all about exercising authority and giving orders. In fact military leadership is based on interpersonal dynamics, often learned through trying circumstances. Effective management of civil emergencies--as shown by 9/11 and Hurricane Katrina--calls for the same official demeanor, decisiveness and trustworthiness as does combat. Good leadership is fundamentally the same in ordinary day-to-day challenges as well. This book describes how the principles and methods of military leadership are effective for public service. Instructors considering this book for use in a course may request an examination copy here.
Lebow demonstrates that foreign policies consistent with generally accepted ethical norms are more likely to succeed, and those at odds with them to fail. Constructing original data sets and analyzing multiple case studies, Lebow makes an empirical case for ethics in international relations. His approach looks to create a productive dialogue between those who ask primarily 'ought' questions and those who pose 'is' questions. The former want to establish appropriate criteria for the behaviour of state and non-state actors and the discourses that lead to their policy decisions, whereas scholars who pose 'is' questions are concerned with how political actors behave and the principles and assumptions that might explain their behaviour. Lebow bridges the gap between 'is' and 'ought' questions by making an instrumental argument in favour of ethical foreign policy. He examines policymaking as well as policy, offering ethical guidelines for policymaking that are likely to result in more successful policies.
New York Times bestseller • Winner of the Los Angeles Times Book Prize • One of the Washington Post's 10 Best Books of the Year “It’s no exaggeration to say that Behave is one of the best nonfiction books I’ve ever read.” —David P. Barash, The Wall Street Journal "It has my vote for science book of the year.” —Parul Sehgal, The New York Times "Immensely readable, often hilarious...Hands-down one of the best books I’ve read in years. I loved it." —Dina Temple-Raston, The Washington Post From the bestselling author of A Primate's Memoir and the forthcoming Determined: A Science of Life Without Free Will comes a landmark, genre-defining examination of human behavior and an answer to the question: Why do we do the things we do? Behave is one of the most dazzling tours d’horizon of the science of human behavior ever attempted. Moving across a range of disciplines, Sapolsky—a neuroscientist and primatologist—uncovers the hidden story of our actions. Undertaking some of our thorniest questions relating to tribalism and xenophobia, hierarchy and competition, and war and peace, Behave is a towering achievement—a majestic synthesis of cutting-edge research and a heroic exploration of why we ultimately do the things we do . . . for good and for ill.
It has been more than 20 years since Bernie Bass presented an integrated overview of full range leadership development. This has been the standard for providing leadership training around the world in business, military, religious and educational contexts. Penn State University’s master of leadership development program is directed by John J. Sosik and uses these transactional –transformational leadership paradigms as their foundation for their courses. This book can be used as a main textbook for this course and supplement any IO course in the area of leadership development. Full range leadership development strives to grow transformational leadership in organizations at all levels, including followers, thereby generating numerous positive outcomes at all levels. Organizations that support and develop transformational leadership across organizational levels are more productive and profitable, attract and retain high quality associates, promote creativity and innovation, garner trust and commitment from employees, and are strategically positioned to respond well to changes in the market. This book presents the different theories of leadership and concentrate on the process model of Full Range Leadership that explains the concepts and procedures by which leaders affect their followers (individual leadership), teams (leader to team), and organizations (leader to larger systems). This book can be used by practitioners or students, as the authors provide practical action steps for how to best develop and display behaviors in the Full Range Leadership Development model.
