Flint, Michigan's water crisis, the New Jersey "Bridgegate" scandal, Enron: all these incidents are examples of various forms of leadership failure. More specifically, each represents marked failures among leaders with legal training. When we look closer at one profession from which we often draw our political, business, and organizational leaders—the legal profession—we find a deep chasm between what law schools teach and what the world expects. Legal education ignores leadership, sending the next generation of legally-minded leaders into a dynamic world dangerously unprepared. Dangerous Leaders exposes the risks and results of leaving lawyers unprepared to lead. It provides law schools, law students, and the legal profession with the leadership tools and models to build a better foundation of leadership acumen. Anthony C. Thompson draws from his twenty years of experience in global executive education for Fortune 100 companies and his experience as a law professor to chart a path forward for better leadership instruction within the legal academy. Using vivid, real-life case studies, Thompson explores catastrophic political, business, and legal failures that have occurred precisely because of a lapse in leadership from those with legal training. He maintains that these practices are chronic leadership failures that could have been avoided. In examining these patterns of failures, it becomes apparent that legal education has fundamentally misread its task. Thompson proposes a fundamental rethinking of legal education, based upon intersectional leadership, to prepare lawyers to assume the types of roles that our increasingly fast-paced world requires. Intersectional leadership challenges lawyer leaders to see the world through a different lens and expects a form of inclusion and respect for other perspectives and experiences that will prove critical to maneuvering in a complex environment. Dangerous Leaders imparts invaluable tools and lessons to best equip current and future generations of legal leaders.

"Post is a pioneer in the field of political-personality profiling. He may be the only psychiatrist who has specialized in the self-esteem problems of both Osama bin Laden and Saddam Hussein."--The New Yorker "Policy specialists and academic scholars have long agreed that for U.S. leaders to deal effectively with other actors in the international arena, they need images of their adversaries. Leaders must try to see events, and, indeed, their own behavior, from the perspective of opponents.... Faulty images are a source of misperceptions and miscalculations that have often led to major errors in policy, avoidable catastrophes, and missed opportunities. History supplies all too many examples."--from the ForewordWhat impels leaders to lead and followers to follow? How did Osama bin Laden, the son of a multibillionaire construction magnate in Saudi Arabia, become the world's number-one terrorist? What are the psychological foundations of man's inhumanity to man, ethnic cleansing, and genocide? Jerrold M. Post contends that such questions can be answered only through an understanding of the psychological foundations of leader personality and political behavior.Post was founding director of the Center for the Analysis of Personality and Political Behavior for the CIA. He developed the political personality profiles of Menachem Begin and Anwar Sadat for President Jimmy Carter's use at the Camp David talks and initiated the U.S. government's research program on the psychology of political terrorism. He was awarded the Intelligence Medal of Merit in 1979 for his leadership of the center.In this book, he draws on psychological and personality theories, as well as interviews with individual terrorists and those who have interacted with particular leaders, to discuss a range of issues: the effects of illness and age on a leader's political behavior; narcissism and the relationship between followers and a charismatic leader; the impact of crisis-induced stress on policymakers; the mind of the terrorist, with a consideration of "killing in the name of God"; and the need for enemies and the rise of ethnic conflict and terrorism in the post-Cold War environment. The leaders he discusses include Fidel Castro, Osama bin Laden, Saddam Hussein, Kim Jong Il, and Slobodan Milosevic.

The dangerous work of leading change--somebody has to do it. Will you put yourself on the line? To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disrupting the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership experts Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether you're a parent or a politician, a CEO or a community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.

Offering the wisdom of practitioners from the military, law enforcement, fire and rescue, as well as prominent scholars this guide integrates theory and research with practical experience to help the reader prepare for the unique psychological, social, and physical challenges of leading in dangerous contexts. Whether a young soldier preparing for war, seasoned combat commander, SWAT team leader, EMT supervisor, law enforcement patrol unit leader, or fire department lieutenant, those involved in life-and-death situations face common challenges, and the authors draw on their own experiences and that of others to help first responders effectively function in dangerous environments.

Douglas MacArthur and Dwight D. Eisenhower brought World War II to a close in decidedly different ways. Was MacArthur a vainglorious actor, as some who observed his triumphant ceremony aboard the Missouri concluded? Was Eisenhower as dry and colorless as the ceremony at Reims suggests? In MacArthur and Eisenhower, author Robert McDougall describes how these two very different leaders came to be two of the most important people on earth and what they each did with their fame and leadership potential after the war ended. McDougall details how the careers of both men encompass many of the important events of the first two-thirds of the twentieth century. MacArthur emerges as a brilliant strategist who defeated and rebuilt Japan and saved South Korea, but his egocentric posturing masked the heavy burden he bore aspiring to duplicate the exploits of his illustrious father. Eisenhower comes into focus as a likeable and efficient organizer who always kept his teams working together. He defeated Hitler and, as president, dealt effectively with the numerous challenges of postwar America. Yet, ever the consummate moderate, he may have missed opportunities to reach loftier goals with bold strokes. MacArthur and Eisenhower assesses the leadership styles of these men as they play their roles across the world stage during World War I, the inter-war period, and the Cold War.

Finally in paperback: the New York Times bestseller by the acclaimed, bestselling author of Start With Why and Together is Better. Now with an expanded chapter and appendix on leading millennials, based on Simon Sinek's viral video "Millenials in the workplace" (150+ million views). Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things. In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why? The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care. Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside. Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.

Presents an analysis of the lying behavior of political leaders, discussing the reasons why it occurs, the different types of lies, and the costs and benefits to the public and other countries that result from it, with examples from the recent past.