Though women hold a majority of the managerial and professional jobs in the workforce, they occupy a mere 14% of C-suite positions at Fortune 500 firms.

To break through this stubborn glass ceiling, women must learn to take bold steps when career-defining moments arise. During her 33-year career at Southern Company, a Fortune 500 utility company, Becky Blalock rose to become CIO in a traditionally male industry. Now she offers her own hard-won advice, as well as that of 28 top female executives, to show all aspiring women how to dare to reach the highest tier of leadership and C-suite positions.

Read more on DARE: STRAIGHT TALK ON CONFIDENCE COURAGE AND CAREER…

In this book Dennis Lock and Lindsay Scott focus on the people side of project management. Modern projects are all about one group of people delivering benefits to others, so it’s no surprise that the human element is fundamental to project management.

Read more on GOWER HANDBOOK OF PEOPLE IN PROJECT MANAGEMENT…

Behind the doom-laden headlines, a quiet revolution is taking place in the public sector. In the police… hospitals… local government… social welfare… costs have been significantly reduced, services have improved exponentially, and there is a real ‘danger’ of improving morale.

Read more on DELIVERING PUBLIC SERVICES THAT WORK VOLUME 2…

Graeme Davies and Geoff Garrett offer advice to leaders in the professions.

In increasingly competitive, ‘knowledge worker’ environments, people working at all levels prize their freedom and resist direction. The challenging job of leading them can often feel like the business of ‘herding cats’.

Read more on HERDING PROFESSIONAL CATS…

In Future Work: Changing Organizational Culture for the New World of Work, Alison Maitland and Peter Thomson claim that we are in the early stages of a transformation of work and there is “no turning back”.

Read more on FUTURE WORK: CHANGING ORGANIZATIONAL CULTURE FOR THE NEW WORLD OF WORK…

In this book Melanie Franklin describes what needs to be done to create the right environment for change.

Relationship building skills are critical to the success of change; change managers need to be able to work cooperatively with individuals and groups who emerge as the change progresses and are not easily identifiable at the start.

Read more on AGILE CHANGE MANAGEMENT…

Mike Staver charts a course to drive performance by challenging people and confronting problems.

Leadership Isn’t For Cowards offers straightforward steps to leading courageously and practical tips for driving performance. Courageous leadership means toughening your approach by being rigorous in the application of your values through the organisation culture. It means confronting and challenging people, and not letting them get away with being less than you know they can be.

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In this book Philippe Deschamps explains how top managers stimulate, steer and sustain innovation.

Innovation leaders promote and address the innovation agenda in their organisation. Through personal conviction or competitive necessity they are obsessed with providing superior value to customers through innovation. They know how to mobilize their staff behind concrete innovation initiatives and do not hesitate to personally coach innovation teams.??For innovation to occur leadership has to be collective.

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In this book Jean-Philippe Deschamps and Beebe Nelson argue that innovation is an essential competence to embed into corporate structure through organizational leadership.

Innovation Governance is a management guide to implementing corporate innovation governance systems. Written by experienced innovation management practitioners, Innovation Governance uses cases from organizations in the US, Europe and Asia. Starting with a broad introduction clarifying what innovation governance means.

Read more on INNOVATION GOVERNANCE: HOW TOP MANAGEMENT ORGANIZES AND MOBILIZES FOR INNOVATION…

Alan Gregerman describes a counterintuitive approach to fostering greater innovation, collaboration, and engagement.

Most of us assume our success relies on a network of friends and close contacts. But innovative thinking requires a steady stream of fresh ideas and new possibilities, which strangers are more likely to introduce. Our survival instincts naturally cause us to look upon strangers with suspicion and distrust, but in The Necessity of Strangers, Alan Gregerman offers the provocative idea that engaging with strangers is an opportunity, not a threat, and that engaging with the right strangers is essential to unlocking our real potential.

Read more on THE NECESSITY OF STRANGERS: INTRIGUING TRUTH ABOUT INSIGHT, INNOVATION AND SUCCESS…