Lifelong Learning Faculty Seminars - Additional Reading: Jackson Library: Stanford GSB

Stanford GSB Alumni Lifelong Learning: Events & Programs

Lifelong Learning Faculty Seminars: Additional Reading

April 11-15, 2006

"Interpersonal Dynamics for High Performance Leaders"

Dr. David Bradford, Senior Lecturer in Organizational Behavior; Director of the Executive Program in Leadership
Dr. Scott Bristol, Lecturer in Organizational Behavior
Dr. Mary Ann Huckabay, Lecturer in Organizational Behavior

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?

Selected Articles

Additional reading material has been selected by Jackson Library Staff. Due to contractual arrangements, remote access is only available to the current Stanford community and the subscribers of the "Library Databases" offered through the GSB Alumni's Lifelong Learning Program. Other access is limited to onsite at Jackson Library. Inclusion below does not imply University endorsement of ideas expressed.

People Skills Deserve More Respect. CFO, Mar. 2006
A survey finds that 35 percent of internally hired leaders fail, usually because of a lack of interpersonal skills, and that companies with strong leader-development programs enjoy better business results.
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Learning to be the Boss. Wall Street Journal, Nov. 2005
Companies call it "'on the job' training, but it's really trial by fire," says Robert Kelley, an adjunct management professor at Carnegie Mellon University's Tepper School of Business in Pittsburgh. New managers mostly learn by trial and error, he adds, and find the transition difficult. "They're very ill-prepared for all the routine things that managers do."
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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

Selected Websites

Dr. David Bradford
Dr. Scott Bristol
Dr. Mary Ann Huckabay