Leadership: An Overview THE RED SECTION The American Journal of GASTROENTEROLOGY VOLUME 110 | MARCH 2015 www.amjgastro.com nature publishing group362 We are regularly exposed to leadership; yet it remains poorly understood by most of us. We likely have a mental image of successful leaders, largely based upon those high profile indi- viduals whose photographs regularly appear in the media. We assume they are charismatic, extroverted, eloquent, bril- liant, and were born to lead. Surprisingly, this popularly held image is largely incorrect. Many successful leaders are humble, many are introverts, not all are eloquent speakers, and most will acknowledge that they are rarely the smartest person in a room ( 1 – 3 ). Our lack of understanding is particularly striking as we all have leaders in our lives. Although we do not always recognize the importance and relevance of these leaders, they do in fact have a major impact that affects each of us on a daily basis. Th is review will argue that leaders are incredibly infl uential, and that understanding leadership is important in our personal lives as well as in our professional careers. Understanding lead- ership has the potential to allow us to function in our organiza- tions more eff ectively. We can select leaders more thoughtfully, work with them more productively, and utilize their skills to improve our lives. We, ourselves, can better understand our own leadership roles and can improve our performance in these roles. How, then, can we better understand what leadership is? Per- haps the easiest method is to examine how thought leaders in the fi eld have off ered their own succinct defi nitions, many of which provide great insight into the world of leadership. Alternatively, we can examine how leadership has been classifi ed into “ styles ” by theorists. One way is to look at how the subject is studied in the academic literature. Finally, we can examine what leaders actually do, and how their time is spent. Defi nitions . Philosophers, psychologists, writers, and others have off ered defi nitions of leadership literally for centuries. More recently, this has become the province of management and leadership authorities. Th ese defi nitions, oft en quoted, are thought provoking, clever, and quite useful in capturing aspects of leadership in a succinct and memorable manner. However, as we examine a few such quotes, my opinion is that they are insuffi cient in explaining the diversity and complexity of leader- ship roles. For example, a leader has been defi ned by Peter Drucker as “ someone who has followers ” ( 4 ). Although this is obviously true, having followers is not suffi cient for someone to be an eff ective leader. History is replete with examples of so-called leaders of questionable reputation and controversial beliefs who for a period in time had followers. Th ere are also those who have followers but who have no interest or inclination to lead them. In addition, there are those in positions of leadership but who function as bosses rather than as leaders. Th ese people have subordinates, not willing followers, and typically are not eff ective leaders. Warren Bennis suggested that a leader “ translates vision into reality ” ( 5 ). However, an individual may design an elegant gar- den, and then construct, plant, and nurture the garden. Th is is an impressive accomplishment, but it is not leadership. Leadership: An Overview Ronald J. Vender , MD 1 Despite the infl uence of leadership in our lives, it remains poorly understood by most of us. This review defi nes leadership as “ a combination of position, responsibilities, attitude, skills, and behaviors that allows someone to bring out the best in others, and the best in their organization, in a sustainable manner. ” There are many traits and skills demonstrated by leaders. These include talent, drive, willpower, practical wisdom, loyalty, ethical behavior, emotional intelligence, integrity, self-awareness, and resilience. However, to best understand leadership we focus on what leaders are actually required to do, rather than on the skills and traits used to accomplish these tasks. We review nine functions that are at the core of leadership: serve as the public face of the organization; articulate the vision and mission; create culture; strategic planning; decide what to focus on; select, and develop, the right people; establish a decision-making process; manage your boss; and be responsible 24 / 7. All leaders operate in a specifi c context, during a unique point in the history of their organization, with a unique set of circumstances. What is required of the leader in one set of circumstances will change as those circumstances change. If the leader understands her core responsibilities, and if she develops the people, culture, and processes necessary to deal with a changing environment, she will have the self-awareness and support necessary to continue to lead successfully. Am J Gastroenterol 2015; 110:362–367; doi: 10.1038/ajg.2014.199; published online 22 July 2014 1 Yale School of Medicine , New Haven , Connecticut , USA . Correspondence: Ronald J. Vender, MD , Yale School of Medicine , 333 Cedar Street , SHM I-207, P.O. Box 208067, New Haven , Connecticut 06520-8067 , USA . E-mail: Ronald.Vender@Yale.edu THE RED SECTION © 2015 by the American College of Gastroenterology The American Journal of GASTROENTEROLOGY 363 Another defi nition is that “ leadership is infl uence ” ( 5,6 ). Most leaders are in fact enormously infl uential. However, infl uence alone is necessary but not suffi cient to defi ne a leader. A burglar with a knife has infl uence. An impaired driver driving down the wrong lane of a highway has infl uence. As some of us have expe- rienced, a disruptive medical partner may be extremely infl uential within a practice, yet is the very antithesis of a leader. An oft en cited and admired quote from former President Eisenhower states that “ leadership is the art of getting someone to do something you want done because he wants to do it ” ( 7 ). As a military leader and president, few had as much success in leadership as Eisenhower. However, although I accept that his quote is correct about the exercise of power, this defi nition could just as easily be describing manipulation or deceit rather than leadership. My own defi nition of leadership is: “ a combination of position, responsibilities, attitude, skills, and behaviors that allows someone to bring out the best in others, and the best in their organization, in a sustainable manner. ” Leadership styles . Kurt Lewin described three predominant leadership styles: authoritative, democratic, and delegative ( 8 ). Th is formulation has been used in the Train-the-Trainers cur- riculum of the World Gastroenterology Organization. Lead- ers are encouraged to understand each of these styles, and then to apply the appropriate style in the correct circumstance. For those so inclined, this approach certainly has merit. However, other authors have off ered their own equally compelling descrip- tions of styles. One formulation categorizes leaders as coercive, authoritative, affi liative, democratic, pace setting, or coaching ( 9 ). In another, leaders are directive, engaged, coaching, consensus, affi liative, or expert ( 10 ). Although there is much to be learned from studying these lead- ership styles, most leaders will succeed most consistently by being true to their own nature, learn to work with and improve the skills they already possess, and not attempt to fi t into a rigid description of an archetype ( 11 ). Research approach . Academic research on leadership has described a wide variety of theories: traits, skills, style, situational, contingency theory, path-goal theory, leader – member exchange theory, transformational leadership, authentic leadership, team leadership, and psychodynamic approach ( 12 ). Most of these are not easily understood by the casual student of leadership, and most are not easily applied in a practical manner. Of those listed above, transformational leadership and authentic leadership have more recently become mainstream topics of discussion, and team leadership is increasingly becoming an important topic in medi- cine ( 10,13,14 ). Except for those interested in becoming investiga- tors in research theory, these approaches off er very little practical value. What do leaders do? All leadership occurs in a context, at a specifi c point in an organization ’ s history, with a unique set of circumstances. What is required from a leader of a technol- ogy company is diff erent depending on whether it is a start- up, a well-established entity, a small fi rm, a national fi rm, or even an international company. Th e decisions faced by a solo practitioner are diff erent compared with those of the manag- ing partner of a large single specialty medical group. Similarly, leadership in a stable business is very diff erent from what is required in a fi eld undergoing major transformation. Th e skills required to lead a medical practice just a few years ago may not be the most valuable in this time of transformation in medicine. Finally, should you face a crisis, be it an international reces- sion or a major public relationship catastrophe, a diff erent set of skills is required of the leader. Nevertheless, I believe there are some essential responsibilities that are common to most sets of circumstances. (i) Serve as the public face of the organization or group Th e leader is the embodiment of the organization. Th ey are the face to the external world, the one expected to articulate issues and solutions, and the person whose photograph and name are synon- ymous with the organization they lead. Although these responsi- bilities are oft en delegated to public relations or to human relations staff , the leader ultimately remains the fi gurative and literal face of the organization. In a medical practice, the leader of the group may be diff er- ent from the individual who is the public face. For example, the group may be widely associated with the name of the founding partner; yet the actual leadership may be provided by another member. In many groups, particularly smaller and medium sized ones, all of the members have equal responsibility for being the public face of the organization. However, ultimately, someone has to represent the group ’ s interests to external constituencies such as a hospital administration, or to business, legal, fi nancial, or accounting interests. (ii) Articulate the vision and mission Some remain uncomfortable with “ the vision thing, ” and oth- ers believe that vision and mission statements are intended to be hung from a wall and then ignored. However, most authori- ties agree that well-developed and articulated vision and mis- sion statements are essential. Th ey describe the aspiration of the organization, and clarify the very purpose for the organization ’ s existence ( 15 – 17 ). Th ey are a succinct roadmap for management and employees to follow in their behavior and decision making, and should guide all of the actions within the organization. In addition to the organization ’ s vision and mission, the leader should have her own personal vision and mission ( 16,18 ). Peo- ple have a strong desire to understand their leader. It is hard for someone to enthusiastically embrace and follow a leader if they do not know what that person stands for. It is also hard for the leader herself to succeed in a complex world of priorities and decisions without a strong system of values to provide guidance ( 19 ). (iii) Create culture Culture is the glue that holds an organization together, the oft en unwritten rules of behavior and attitude, which are critical for THE RED SECTION The American Journal of GASTROENTEROLOGY VOLUME 110 | MARCH 2015 www.amjgastro.com 364 creating a well-functioning group. Th e reverse is also true. A dys- functional or “ toxic ” culture can impede, if not prevent, a group from fulfi lling its potential. Th e work of an organization is per- formed in the “ microenvironments ” of the company. Th is is where culture lives, where the real work is performed, and where results are determined. You create culture whether you intend to or not, whether you do so consciously or unconsciously. As Ralph Waldo Emerson stated, “ your actions speak so loudly that I can ’ t hear what you say. ” Th is is done in many ways: by the values that you espouse; how compensation is awarded; who is recognized and who is promoted; which projects receive funding; and what behav- iors are tolerated ( 20,21 ). Is your compensation based on pure productivity, or is revenue shared? How do you deal with a part- ner who is disrespectful toward staff ? Do you pay strict attention to medical billing compliance, confl icts of interest, or issues of confi dentiality? (iv) Strategic planning Despite the daily demands that confront us, a leader must always be looking ahead and planning for the future ( 22 – 24 ). Th e success, and potentially the very existence, of the organiza- tion depends on this. Where might competition that does not even exist today arise? What will our existing competitors do? Are there any disruptive technologies that pose a signifi cant threat? Do any of these off er a new market, or a competitive advantage? Th is is an area that many physicians have been slow to adopt. We had the luxury of working hard, doing a good job, and looking out for the interests of our patients, knowing that there would be plenty of patients to care for. However, as hospitals merge, more physicians become employed, and networks solidify, the supply of patients may become limited. Th ere will also be continuous pres- sure to lower costs. What impact will this have on the provision of deep sedation for routine endoscopic procedures? Will improving technology, such as fecal immunochemical testing, become the preferred option for colorectal cancer screening? How will bun- dled payments and ACO participation impact both utilization and reimbursement? (v) Decide what to focus on Th e leader must decide what to focus on and, even more chal- lenging, decide what to abandon ( 25 ). Resources are always lim- ited. Th erefore, new investments, and continuing the support of existing projects, must be directed toward those that are essential to the mission of the organization, and those with the greatest potential to maximize benefi t. Th is requires diffi cult decisions. Even worthy investments may not be able to be supported, either because of limited resources of time and people, or because of competing priorities. Similarly, existing initiatives may need to be abandoned. Not just fi nances are at stake. Employment, and even careers, depends on these decisions, so they can never be undertaken without deep analysis and refl ection. As a section chief considers recruiting a new faculty member, will she recruit someone to generate income by performing screening colonoscopy, or will she recruit some- one to develop a program in benign pancreatic disorders? If you own an ambulatory surgical center, is this the time to look for a partner, or even consider selling? If you opened a satellite office but it is underperforming, is it time to close that office, or do you spend more time and resources to allow for the practice to develop? (vi) Select, and develop, the right people It is critical that a leader develops her leadership team. You need to recruit and select those who have the right combination of skills, values, and attitude to help you and your organization suc- ceed ( 26,27 ). Th e people you select must represent you well and provide you with the input you need to make decisions. Poor selections in personnel can drain enormous time and energy if they do not perform their jobs well. Th ese same people will be selecting their own team, and will base their hiring decisions on your expectations and values, so your impact will be multiplied. You want to be surrounded by people who are smarter than you in their area of expertise, who are self-confi dent and self-moti- vated, who are a good cultural fi t, and who will be honest and open in sharing information and input with you. You then need to help those you have hired succeed. Th ey need to be respon- sible for their own work, allowed to lead their own eff orts, even allowed to make mistakes, and then be expected to learn and grow as a result. As the leader, you serve as their mentor and coach. (vii) Establish a decision-making process Decisions must always be made. Are these made individually or by a committee? Are committees small or inclusive? Is the process risk averse or tolerant of risk? Are the decision makers expected to have all of the available information at their dis- posal, or only 60 – 80 % ? Who needs to sign off and what decisions require higher approval? Th ese are just some of the questions that must be answered. Every leader, and every organization, will have its own unique process. What is important is that everyone understands the process, and that it functions in the manner it is intended to. Th is is an area that has been problematic for many small and medium sized medical groups, which have typically operated as democracies. In the absence of a defi ned process, a unanimous decision may be diffi cult to achieve, and decision making can become captive to the loudest and most insistent partner. As more physicians consider employment options, their role in decision making requires careful consideration. It will be diffi cult for an individual who has grown accustomed to making autonomous decisions to suddenly fi nd themselves part of a larger organiza- tion with little voice in decision making. Th is has implications for both the individual and the group, and deserves discussion in advance. (viii) Manage your boss Most of us do not recognize that our leader has a boss. We look to our leaders to make decisions, not realizing that they, too, THE RED SECTION © 2015 by the American College of Gastroenterology The American Journal of GASTROENTEROLOGY 365 are accountable. You may assume that the section chief is your ultimate authority, but she must report to her chairperson, who in turn is accountable to the Dean. Even the medical school Dean has a superior, typically the university provost or president, and the university president must fulfi ll the expectations of the university Board of Trustees. At whatever level you function as a leader, your ultimate ability to succeed will in large part depend on the support you receive from your superiors. It is therefore imperative that you develop a close working relationship, based on close communication and trust. Th is is what is meant by “ managing your boss ” . Th is is not meant to suggest or recommend manipulation. Rather, it is under- standing how you can best serve your leader and your organiza- tion, knowing when and what information to share, recognizing when to off er a “ heads up, ” and how to keep her informed of the status of your eff orts. In medical groups, the managing partner typically does not have the ultimate decision-making authority. Th eir “ boss ” is the partner, or the managing council, of the practice. An eff ective leader needs to work with what is essentially a board if they want to be successful. (ix) Be responsible 24 / 7 Your responsibilities are not limited to the working day. To your followers, and to your organization, you are the leader 24 / 7. Your words are listened to carefully; your statements are considered factual; your behavior is closely observed. Even when least convenient, it is your responsibility to respond to issues that arise, to interpersonal confl ict that must be managed, to performance issues that cannot be ignored, and to the minicrisis of the day. Your staff recognizes you as the leader of your medical group. As such, your words and actions will be closely watched and scruti- nized. You may espouse patient-centered care, mutual respect, and improving the patient experience to your staff . However, if they do not see you modeling these behaviors, they will not fulfi ll your expectations. Even more importantly, it is necessary to recognize that there are no minor breaches in integrity. Trust is diffi cult to earn, and easy to lose, as are both respect and your reputation ( 28 ). Your success as a leader depends on these. Actions both within and outside of the work environment must be thoughtfully consid- ered. Th is is a burden for many, but that is one more reason why leadership is hard, and maintaining success as a leader over time even harder. Leadership traits and skills . It is beyond the scope of a review article to describe all of the traits, skills, and behaviors relevant to leadership. Th e literature and bookshelves are fi lled with attempts to characterize what qualities make for unique, special, and suc- cessful leaders ( 29 – 35 ). Among the many qualities described are talent, drive, willpower, practical wisdom, loyalty, ethical behavior, articulate, prepared, emotional intelligence, and joy. Leaders have been described as having high energy, resilience, high integrity, and self-awareness. Th ey may have the skills of a “ multiplier, ” an “ infl uencer, ” a “ linch- pin, ” someone with “ mojo, ” capable of “ crucial conversations, ” a “ servant, ” and one who generates trust ( 36 – 42 ). Warren Bennis believes the most essential are guiding vision, passion, integrity, trust, curiosity, and daring ( 43 ). My personal list of essential skills includes listening, asking the right questions , being comfortable with ambiguity, willing- ness to make mistakes, capable of diff erentiating minor from major issues, being proactive, recognizing crucial concerns, being calm in a crisis, having courage to make decisions, being a lifelong learner, having intelligence, having willpower, and being value-based. Diff erent skills will be called upon depending on the circum- stances at any period of time. When an industry leader is required to lead a major manufacturing transformation, the most valuable skills are likely to be diff erent than when that same leader is called before a congressional hearing to deal with a manufacturing defect that had not been addressed and which led to customer fatalities ( 44 – 47 ). It is obvious that nobody is capable of displaying all of these skills, characteristics, and behaviors. Like all human beings, leaders are imperfect. However, if they understand their core responsibilities, and if they display the most important char- acteristics, they will develop the people, culture, and processes necessary to deal with the many challenges faced by any organi- zation. Does leadership matter? Th ere are those who have lost faith in our elected leaders, or who no longer believe that organ- ized medicine provides meaningful leadership. Even in our own institutions some fi nd it hard to have trust in the deci- sion-making process of leaders. Within practices, many doctors take for granted the leadership provided by certain members of the group, and neither appreciate nor reward their eff orts. Th e impact of leadership may take years to recognize, and may not be appreciated until it is lost. However, if we pay attention to the world around us, the potential infl uence and impact of leaders is clear. We are all familiar with talented coaches who are recruited to a new university, or by a professional team, and are able to pro- duce outstanding results that other coaches had not been able to accomplish. Is this because they are dealing with small organi- zations of highly motivated individuals? Are these the sort of results achievable in a medical environment? Let me off er two brief case studies to address these questions. Th e fi rst involves a surgical section at an academic medical center that had only a few clinicians, the most productive of whom was beginning to have deteriorating surgical skills because of physical impairment. A new section chief was recruited. In a short period of time, she recruited several talented surgeons, developed a translational research program, ran a residency training program, and became a departmental leader in qual- ity and safety. Although she was recruited to a major leader- ship position at another institution, a successor was successfully recruited. THE RED SECTION The American Journal of GASTROENTEROLOGY VOLUME 110 | MARCH 2015 www.amjgastro.com 366 are the leader of your own life. You may be a spouse, parent, friend, Little League coach, or Girl Scout leader. You may serve on a not-for-profi t board or a committee in your town. In all of these activities you function as a leader, whether or not you recognize it. Conclusion . We are infl uenced by leadership on a daily basis; yet few of us fully appreciate its impact. When performed well, it has the capacity to elevate both individual and organizational performance. When accomplished poorly, it degrades culture, diminishes performance, and harms the organization. Although many defi nitions of leadership have been off ered, I believe that it can be summarized as a combination of position, responsibilities, attitude, skills, and behaviors that allows someone to bring out the best in others, and the best in their organization, in a sustainable manner. Th ere are any number of styles utilized by leaders, along with a large variety of skills. Diff erent ones are required depend- ing on the immediate issues facing the leader. As a result, a leader hired for one set of circumstances may not have the well- developed skills necessary to accommodate a major transforma- tion ( 47 ). Under these circumstances, the leader must have the ability to reach out to others for assistance. Th is can happen only if the leader possesses suffi cient humility and self-awareness, and has developed the appropriate team to turn to for support. What skills or traits are essential? Th ere is no consensus. How- ever, among them are certainly a guiding vision, passion, inte- grity, trust, curiosity, and daring. Of these, integrity is probably the most important. Although character and integrity are not suffi cient to guarantee eff ectiveness as a leader, they are abso- lutely essential for success ( 48,49 ). Most of us recognize leaders in our professional worlds. Few, however, realize that we are leaders even if we do not hold a formal position of authority. We lead the care that we provide to our own patients. Every patient looks to us for guidance, for “ leadership, ” of their medical care, even those who actively engage in decision making with us. We are also the leaders of our own careers. Th e decisions we make regularly, the manner in which we navigate the challenges of a career, and the attitude we bring to our work are all subject to our control, and are infl u- enced by the attention we pay to developing leadership skills. Similarly, and perhaps most importantly, we are the leaders of our lives. How we approach our roles as a spouse, parent, friend, or citizen, and how we address issues of work – life balance, is our own responsibility. Although our parents oft en remain a strong infl uence, we ultimately become responsible for how we live our lives. Very few people are born to lead. Th ey develop the necessary attitude and skills through a combination of experience, accept- ing opportunity, self-refl ection, mentoring, and seeking educa- tion. Th ese are available to us all. Even when we have no intention of seeking leadership positions, we can improve our individual lives by learning more, and we can certainly improve our organi- zations and medical groups by embracing the traits of a leader. During this time of transformation in health care, and the stress In the second case, a new section chief inherited a mori- bund clinical program that had not achieved success under several previous leaders. He personally reached out to referral sources, recruited talented colleagues, and reinvigorated the program. He was a role model of dedication and clinical excel- lence and set high standards for all in the program. Within several years there was growth in volume, superior clinical outcomes, high patient satisfaction, and a committed referring physician base. Is this relevant to me? Because of the popularly held views that leaders are extroverts, charismatic, tall, thin, glamorous, bril- liant, and born to lead, most of us do not think of ourselves as leaders. We also fi nd that the people we identify as leaders in our own institutions are isolated from us, and we cannot con- nect their actions to our daily lives. However, these leaders are making important decisions that do in fact impact us directly. In medical schools, such leaders include the Dean, the C-suite of the Dean ’ s offi ce, chairs, vice-chairs, section chiefs, training program directors, and a variety of medical directors. In the hospital, the equivalent positions include the CEO, president, C-suite leaders, vice presidents, and service line coordinators. All of us interact, or are directly infl uenced, by some if not all of these people. It is too easy to be fatalistic or passive when it comes to those who lead us. Th ey matter. Th ey make a big diff erence, for better and for worse. To the extent that we can infl uence the selection of our leaders, we should exercise that ability. To the extent that we are encouraged and empowered to off er advice and feedback, we should do so in a thoughtful, balanced, and nonconfrontational manner. In gastroenterology, there are a variety of leadership roles. Th ese include section chief, clinical vice-section chief, research vice- section chief, chief of endoscopy, fellowship program director, medical director of quality and safety, disease team leader, physi- cian offi ce manager, research lab leader, and principal investigator. For those in private practice, there are multiple leadership roles within a group, such as managing partner, offi ce medical director, director of endoscopy, research director, or director of quality and safety initiatives. Without necessarily recognizing it many of us are leaders already. We may not be section chief or department chair, but we may be a medical director of a hospital service, the clinic director of our outpatient practice, or the chief quality and safety offi cer for our program. Th ese are leadership positions. You have the potential to improve your program, and provide great value to patients, by the eff ective application of leadership. For those whose professional life is devoted to patient care, you are the leader of your patients ’ medical care. Your patients look to you for leadership of their personal well-being. You are also the leader of your own practice, or at least the manner in which care is provided to all of your patients. In addition, you are the leader of your career. Developing a career should not be thought of as a passive process. You need to be responsible for your own development, growth, and progress. Finally, you THE RED SECTION © 2015 by the American College of Gastroenterology The American Journal of GASTROENTEROLOGY 367 of uncertainty, leadership is becoming increasingly important both professionally and personally. We should not passively accept our current circumstances as though nothing can be changed. We must individually and collectively expect more of ourselves and our leaders, assume personal responsibility, and become more eff ective leaders. CONFLICT OF INTEREST Guarantor of the article : Ronald J. Vender, MD. Specifi c author contributions : Ronald J. Vender wrote the manuscript. Financial support : None. Potential competing interests : None. REFERENCES 1 . Drucker P . Management , rev edn Harper Business: New York City , 2008 p. 289 . 2 . Cain S . Quiet: Th e Power of Introverts in a World Th at Can ’ t Stop Talking . Broadway Books: New York City , 2013 . 3 . Kouzes J , Posner B . Th e Leadership Challenge: How to Make Extraordinary Th ings Happen in Organizations , 5th edn , Jossey-Bass: Hoboken, NJ , 2012 , pp. 347 – 8 . 4 . Drucker P . Th e Daily Drucker: 366 Days of Insight and Motivation for Get- ting the Right Th ings Done . Harper Business: New York city , 2004 , p. 110 . 5 . Kruse K . What is Leadership? Forbes website http://www.forbes.com/sites/ kevinkruse/2013/04/09/what-is-leadership . Accessed 9 April 2013 . 6 . Maxwell J . Th e 21 Irrefutable Laws of Leadership: Follow Th em and People Will Follow You , 10th Anniv edn Th omas Nelson: Nashville , 2007 . 7 . Eisenhower D . What is Leadership? Eisenhower website http://www. eisenhower.archives.gov/all_about_ike/quotes.html . Accessed March 2014 . 8 . Lewin K , Lippitt R , White RK . Patterns of aggressive behavior in experi- mentally created social climates . J Soc Psychol 1939 ; 10 : 271 – 301 . 9 . Goldman D . Leadership that gets results . Harvard Business Review 2000 ; 78 : 2 March . 10 . George B , Sims P . True North: Discover Your Authentic Leadership . Jossey- Bass: Hoboken, NJ , 2007 , p. 191 . 11 . Zenger J , Folkman J . Th e Extraordinary Leader: Turning Good Managers into Great Leaders , 2nd edn , McGraw-Hill: New York City , 2009 . 12 . Northhouse P . Leadership: Th eory and Practice , 6th edn SAGE Publica- tions: Los Angeles , 2012 . 13 . Bossidy L , Charan R , Burck C . Execution: Th e Discipline of Getting Th ings Done . Crown Business: New York City , 2009 , pp. 81 – 4 . 14 . Kahan S . Getting Change Right: How Leaders Transform Organizations from the Inside Out . Jossey-Bass: Hoboken, NJ , 2010 . 15 . Covey S . 7 Habits of Highly Eff ective People . Free Press: New York City , 2004 , pp. 139 – 43 . 16 . Hesselbein F . Hesselbein on Leadership . Jossey-Bass: Hoboken, NJ , 2013 . 17 . Sanders D , Covey S , Blanchard K . Built to Serve: How to Drive the Bottom Line With People-First Practices . McGraw-Hill: New York City , 2007 , pp. 104 – 7 ; p. 124 . 18 . Covey S . 7 Habits of Highly Eff ective People . Free Press: New York City , 2004 , pp. 106 – 9 . 19 . Kouzes J , Posner B . Th e Leadership Challenge: How to Make Extraordinary Th ings Happen in Organizations , 5th edn , Jossey-Bass: Hoboken, NJ , 2012 , pp. 46 – 8 . 20 . Bossidy L , Charan R , Burck C . Execution: Th e Discipline of Getting Th ings Done . Crown Business: New York City , 2009 , pp. 105 – 6 . 21 . Seidman D . How: Why How We Do Anything Means Everything . Wiley: Hoboken, NJ , 2011 , pp. 215 – 39 . 22 . Drucker P . Management , rev edn , Harper Business: New York City , 2008 , p. 113 . 23 . Bossidy L , Charan R , Burck C . Execution: Th e Discipline of Getting Th ings Done . Crown Business: New York City , 2009 , pp. 178 – 206 . 24 . Kouzes J , Posner B . Th e Truth about Leadership: Th e No-fads, Heart-of- the-Matter Facts You Need to Know . Jossey-Bass: Hoboken, NJ , 2010 , pp. 45 – 59 . 25 . Drucker P . Management , rev edn Harper Business: New York City , 2008 . 26 . Collins J . Good to Great: Why Some Companies Make the Leap … And Others Don ’ t . Harper Business: New York City , 2001 , pp. 41 – 2 . 27 . Lencioni P . Th e Advantage: Why Organizational Health Trumps Everything Else in Business . Jossey-Bass: Hoboken, NJ , 2012 , pp. 19 – 37 . 28 . Cohen W . Drucker on Leadership: New Lessons from the Father of Modern Management . Jossey-Bass: Hoboken, NJ , 2009 , p. 83 , p. 164 . 29 . Schwartz B , Sharpe K . Practical Wisdom: Th e Right Way to Do the Right Th ing . Riverhead Trade: New York City , 2011 . 30 . Baumeister R , Tierney J . Willpower: Rediscovering the Greatest Human Strength . Penguin Books: New York City , 2012 . 31 . Colvin G . Talent is Overrated: What Really Separates World-Class Perform- ers from Everybody Else . Portfolio Trade: New York City , 2010 . 32 . Pink D . Drive: Th e Surprising Truth About What Motivates Us . Riverhead Books: New York City , 2011 . 33 . Goleman D . Emotional Intelligence: Why It Can Matter More Th an IQ . Bantam Books: New York City , 2005 . 34 . Shapiro R , Jordan G . Dare to Prepare: How to Win Before You Begin . Crown Business: New York City , 2008 . 35 . Toogood G . Th e New Articulate Executive: Look, Act and Sound Like a Leader , 2nd edn, McGraw-Hill: New York City , 2010 . 36 . Kouzes J , Posner B . Th e Leadership Challenge: How to Make Extraordinary Th ings Happen in Organizations , 5th edn, Jossey-Bass: Hoboken, NJ , 2012 , pp. 224 – 9 . 37 . Covey S . Th e Speed of Trust: Th e One Th ing Th at Changes Everything . Free Press: New York City , 2008 . 38 . Wiseman L , McKeown G . Multipliers: How the Best Leaders Make Every- one Smarter . Harper Business: New York City , 2010 . 39 . Godin S . Linchpin: Are You Indispensable? . Portfolio Trade: New York City , 2011 . 40 . Goldsmith M . Mojo: How to Get It, How to Keep It, How to Get It Back If You Lose It . Hyperion: New York City , 2010 . 41 . Patterson K , Grenny J , McMillan R et al. Crucial Conversations: Tools for Talking When Stakes Are High . McGraw-Hill: New York City , 2011 . 42 . Grenny J , Patterson K , Maxfi eld D et al. Infl uencer: Th e New Science of Leading Change . McGraw-Hill: New York City , 2013 . 43 . Bennis W . On Becoming a Leader , 4th edn, Basic Books: New York City , 2009 , pp. 33 – 5 . 44 . George B . Seven Lessons for Leading in Crisis . Jossey-Bass: Hoboken, NJ , 2009 . 45 . Kotter J . Leading Change . Harvard Business Publishing: Boston , 2012 . 46 . Johnson S . Who Moved My Cheese?: An Amazing Way to Deal with Change in Your Work Life . GP Putnam’s Sons: New York City , 1998 . 47 . Goldsmith M , Reiter M . What Got You Here Won ’ t Get You Th ere: How Successful People Become Even More Successful . Hyperion: New York City , 2007 . 48 . Loop F . Leadership and Medicine . Fire Starter Publishing: Gulf Breeze, FL , 2009 , p. 5 . 49 . Zenger J , Folkman J . Th e Extraordinary Leader: Turning Good Managers into Great Leaders , 2nd edn, McGraw-Hill: New York City , 2009 , pp. 54 – 7 .