Jackson Library

Leadership Program: Additional Reading

Open to GSB Alumni Only "Interpersonal Dynamics for High Performance Leaders"

Do you find yourself at a point in your career where the "people" stuff is what has become the most challenging aspect of work? Are the "soft skills" turning out to be the hardest? Do you wish you had taken "touchy feely", or that you could take it again, with the opportunity to update your interpersonal talents?

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Selected Articles

Additional reading material has been selected by Jackson Library Staff. Due to contractual arrangements, access to some articles may be restricted to the Stanford community, and subscribers of the "Library Databases" offered through the GSB Alumni's Lifelong Learning Program. Inclusion below does not imply University endorsement of the ideas expressed.

Leaders and followers: how to build greater trust and commitment. Ivey Business Journal Online. Jan/Feb 2008
To overcome perceptions of selfish indifference and get people to be emotionally onboard as followers, CEOs and senior leadership in general will have to add emotional intelligence to their leadership dimension.
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Soft skills: what are they? The Times, Jan 2006
Melody Blackburn, a principal consultant with the business psychology consultancy OPP, says: "Soft skills is a term often used when we talk about people skills or anything that is not a technical skill.
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Increasingly, execs need 'soft' skills for hard jobs. San Jose Business Journal Sept. 2005
Is the MFA the new MBA? Some argue that a master's degree in fine arts is really what our future business leaders need these days to help them think creatively in new ways.
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What makes a leader? Harvard Business Review Jan 2004
Daniel Goleman's article remains the definitive reference on the subject, with a description of each component of emotional intelligence and a detailed discussion of how to recognize it in potential leaders, how and why it connects to performance, and how it can be learned. It was Daniel Goleman who first brought the term "emotional intelligence" to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here.
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Cultivating Your Own High-Potential Talent. Career Journal June 2004
Left to develop on their own, some of these future stars will realize their full potential. Yet for many up-and-comers, even the best and brightest, all that promise won't automatically self-ripen. Your organization must determine the support to give these "superkeepers," as Bryn Mawr, Pa., organizational consultant Lance Berger calls them, plus when, how and for how long to give it.
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Touchy-Feely (Re)visited. Stanford Business Aug 2004
A highly structured quant jock takes a risk on the course he avoided in B-School, with good reviews from his coworkers and spouse.
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Selected Books

	Primal Leadership: Realizing the Power of Emotional intelligence by Daniel Goleman, Richard Boyatzis, Annie McKee. Harvard Business School Press, c2002 HD57.7 .G664 2002
	Power Up: Transforming Organizations Through Shared Leadership by David L. Bradford and Allan R. Cohen. J. Wiley, c1998. HD57.7 .B697 1998

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