The author, Tom Rath, explores what makes great leaders and teams and why people follow them.

This is a landmark study of great leaders, teams, and the reasons why people follow. Nearly a decade ago, Gallup unveiled the results of a landmark 30-year research project that ignited a global conversation on the topic of strengths. More than 3 million people have since taken Gallup’s StrengthsFinder assessment, which forms the core of several books on this topic, including the number 1 international bestseller “StrengthsFinder 2.0.”

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The authors James M. Kouzes and Barry Z. Posner examine a fundamental question: How do people learn leadership? How do they learn to become leaders?

The book is a comprehensive guide to unleashing the inner-leader in us all and to building a solid foundation for a lifetime of leadership growth and mastery. It offers a concrete framework to help individuals of all levels, functions, and backgrounds take charge of their own leadership development and become the best leaders they can be. Arguing that all individuals are born with the capacity to lead, Kouzes and Posner provide readers with a practical series of actions and specific coaching tips for harnessing that capacity and creating a context in which they can excel.

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The author, Chris Lewis, explains how to reclaim your creativity in a hyper-connected work culture.

He explores how, despite being busier and more connected than ever at work, creativity is becoming more elusive and proposes innovative solutions to help you reclaim the creative process and generate better ideas.

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In this book James M Kouzes and Barry Z Posner argue that the truth is that the best leaders are the best learners. Leadership is a set of abilities, and like any other skill set it can be learned and improved. Whether you’re an experienced leader or someone new to the role, Learning Leadership offers evidence-based strategies for taking charge of your own leadership development and unleashing the leader within. Based on more than 30 years of research, with data from more than 70 countries, this insightful treatment on learning explores the fundamentals of becoming an exemplary leader and presents a solid foundation on which to strengthen and expand leadership skills.

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Kevin Murray draws on years of experience spent coaching top leaders from a wide range of organizations to create a unique, successful model for developing your own leadership skills.

Inspiring leaders make us want to achieve more. They persuade us to their cause, win our active support, help us to work better together and make us feel proud to be part of the teams they create. So if we want to be better leaders ourselves, how do we communicate in a way that inspires?

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In The Front-Line Leader, Chris Van Gorder candidly shares his own incredible story, from police officer to CEO, and the leadership philosophy that drives all of his decisions and actions: people come first.

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Gerry Reffo and Valerie Wark explain how Political Intelligence sets successful leaders apart.

Business, government and civil society must find new and better ways to work together to crack the calculus for sustainable growth and create a brighter future.

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Mark Gallagher explains how to build teams in a high-pressure, high-stakes environment.

Everyone has his or her own personal traits, ambitions, strengths and weaknesses. By investing in our staff and providing equitable support to all we can build a cohesive, motivated team.

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For more than twenty years, management expert Bruce Tulgan has been asking, “What are the most difficult challenges you face when it comes to managing people?”

Regardless of industry or job title, managers cite the same core issues—27 recurring challenges: the superstar whom the manager is afraid of losing, the slacker whom the manager cannot figure out how to motivate, the one with an attitude problem, and the two who cannot get along, to name just a few.

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Workplace authenticity should matter to everyone, but does the responsibility for it lie with managers or individuals? Robin Ryde and Lisa Sofianos set out their philosophy.

The management task, and the responsibility that sits with the organization as a whole to support authenticity, is important. Let’s be clear that full success depends on leaders, managers and workers alike playing their role. But our position on authenticity is that responsibility for claiming it must ultimately rest with the individual.

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