Links Leadership & Decision Making

  • Antonakis, John, Cianciolo, Anna T., and Sternberg, Robert J., (eds.). The Nature of Leadership. Thousand Oaks, CA: Sage Publications, Inc., 2004.
  • The Aspen Institute is an international nonprofit organization dedicated to fostering enlightened leadership and open-minded dialogue.
  • The Association to Advance Collegiate Schools of Business International (AACSB) is devoted to the promotion and improvement of higher education in business administration and management.
  • Avolio, Bruce J. "Promoting More Integrative Strategies for Leadership Theory-Building." American Psychologist Special Issue on Leadership. 62 (1), pp. 25-33, January 2007.
  • Bar-Or, Yuval D. Leveraging People for a Corporate Turnaround: Leadership and Management Guidance for Organizational Change. Springfield, NJ: TLB Publishing, 2009.
  • Bennis, Warren "The Challenges of Leadership in the Modern World" American Psychologist Special Issue on Leadership. 62 (1), pp. 2-5, January 2007.
  • Carter, Louis, Ulrich, David, and Goldsmith, Marshall. Best Practices in Leadership Development and Organization Change: How the Best Companies Ensure Meaningful Change and Sustainable Leadership. New York: John Wiley & Sons, 2005.
  • Cherniak, C. Minimal Rationality. Cambridge, MA: MIT Press, 1981.
  • Finkelstein, Sydney. Why Smart Executives Fail and What You Can Learn From Their Mistakes. Portfolio: New York, 2004.
  • Gardner, John W. On Leadership. New York: Free Press, 1990.
  • Goldsmith, Marshall, and Lyons, Laurence S. Coaching for Leadership: The Practice of Leadership Coaching from the World's Greatest Coaches, 2nd Ed. New York: Pfeiffer, 2005.
  • Goleman, Daniel. “Leadership That Gets Results.” Harvard Business Review, March-April 2000, pp. 78-90.
  • Hackman, J. Richard and Wageman, Ruth. "Asking the Right Questions About Leadership." American Psychologist Special Issue on Leadership. 62 (1), pp. 43-47, January 2007.
  • Harman, G. Change in View. Cambridge, MA: MIT Press, 1986.
  • Harman, G. Thought. Princeton, NJ: Princeton University Press, 1973.
  • Harvard Business Review on Decision Making. Boston: Harvard Business School Press, 2001.
  • Hesselbein, Frances, and Goldsmith, Marshall. Leader of the Future 2: J-B Leader to Leader Institute. New York: Jossey-Bass, 2006.
  • Hoch, Stephen J., and Kunreuther, Howard C. , with Gunther, Robert E. (eds.) Wharton on Making Decisions. Hoboken, NJ: Wiley, 2001.
  • The International Leadership Association brings together public and private sector leaders, scholars, educators and consultants from many disciplines and many nations, promoting a deeper understanding of leadership knowledge and practices for the greater good of individuals and communities worldwide.
  • Janis, I.L. and Mann, L. Decision making: A Psychological Analysis of Conflict, Choice, and Commitment. New York: Free Press, 1977.
  • Keough, Donald R. The Ten Commandments for Business Failure. Portfolio: New York, 2008.
  • Klein, Gary. Sources of Power: How People Make Decisions. Cambridge, MA: MIT Press, 1998.
  • Klein, Gary. "Developing Expertise in Decision Making." Thinking and Reasoning, 1997, 3(4), pp. 337-352.
  • Kouzes, James M., and Posner, Barry Z. The Leadership Challenge, 4th Edition. San-Francisco: Jossey-Bass, 2007.
  • Leader to Leader (formerly Drucker Foundation)
  • Machiavelli, Niccolo (translated by W. K. Marriott). The Prince. The Project Gutenberg EBook of The Prince, www.gutenberg.org.
  • Maxwell, John C. The 21 Irrefutable Laws of Leadership. Nashville: Nelson Business, 1998.
  • Peterson, Christopher, and Seligman, Martin, E. P. Character Strengths and Virtues: A Handbook and Classification. New York: Oxford University Press, 2004.
  • Shanteau, Jim. "Competence in Experts: The Role of Task Characteristics." Organizational Behavior and Human Decision Processes. 53, pp. 252-266, 1992.
  • Sternberg, Robert J. "A Systems Model of Leadership." American Psychologist Special Issue on Leadership. 62 (1), pp. 34-42, January 2007.
  • Tasler, Nick. The Impulse Factor: Why Some of Us Play It Safe and Others Risk It All. New York: Fireside, 2008.
  • United Nations Global Compact is a framework for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labour, the environment and anti-corruption.
  • US Global Leadership Campaign (USGLC) is a broad-based, nationwide coalition of businesses, non-governmental organizations (NGOs) and community leaders that advocates for a strong U.S. International Affairs Budget.
  • Vroom, Victor H., and Jago, Arthur G. "The Role of the Situation in Leadership" American Psychologist Special Issue on Leadership. 62 (1), pp. 17-24, January 2007.
  • Zaccaro, Stephen J. "Trait-Based Perspectives of Leadership." American Psychologist Special Issue on Leadership. 62 (1), pp. 6-16, January 2007.