{"product_id":"the-persuasive-leader-isbn-9780470688281","title":"The Persuasive Leader","description":"The communication aspect of leadership – to actively engage your followers and achieve understanding and motivation whilst making the message memorable – has never been more important. Using vivid lessons and examples from spheres outside business organization, \u003ci\u003eThe Persuasive Leader\u003c\/i\u003e explores the leader's role as a communicator and teaches the fundamental principles of successful leadership.  \u003cp\u003eThis book provides insights and principles about persuasive leadership from a broad range of human experiences. It draws on examples of persuasive leaders and persuasive leadership principles from the performing arts, the fine arts, literature, philosophical writings, and biography. The authors use their unconventional material to explore themes such as moral leadership, toxic leadership, learning from failures, 'distributed' leadership, leading for results and the leader as a mentor and counsellor.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eLeaders described in \u003ci\u003eThe Persuasive Leader\u003c\/i\u003e:\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbraham Lincoln, Jack Welch, Cleopatra, Teddy Roosevelt, Alexander the Great, Rachel Carson, Joshua Chamberlain, Governor John Winthrop, Barack Obamma, Steve Jobs, Henry V, Julius Caesar, John Quincy Adams, Dwight Eisenhower, Susan B. Anthony, Elizabeth Cady Stanton, Huey Long, Napoleon, Ghandi, Sam Walton, Archbishop Sean O'Malley, Benjamin Franklin, Franklin Roosevelt, Jim Sinegal, Dolly Madison, James Jones, Clarence Darrow, William Harvey, Ronald Reagan, Fletcher Christian, Thomas Jefferson, Nelson Mandela, Charles McCormick, George Washington, Oprah Winfrey, Joan of Arc, John Kennedy, Herbert Hoover, Christopher Columbus, Anita Roddick, John DeLorean, Ronald Reagan, Margaret Thatcher, and others less well known persuasive leaders such as Anne Sullivan, TS Lin, Maria Galantry, Dorothy Collins, Scott Nash, Jane Hughes, William Barnes.\u003c\/p\u003e  \u003cb\u003eForeword by Denise M. Rousseau xvi\u003c\/b\u003e  \u003cp\u003e\u003cb\u003ePreface xvii\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAcknowledgements xviii\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAbout the authors xix\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Persuasive leadership in life and work 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 2\u003c\/p\u003e \u003cp\u003eWhat is leadership? 4\u003c\/p\u003e \u003cp\u003ePersuasive leadership in a new world 5\u003c\/p\u003e \u003cp\u003eA newer focus on emotions and logic 6\u003c\/p\u003e \u003cp\u003eLeadership as a social role in all living groups 6\u003c\/p\u003e \u003cp\u003eLeadership legacies 7\u003c\/p\u003e \u003cp\u003eLeadership goals 8\u003c\/p\u003e \u003cp\u003eLeadership sub-roles 9\u003c\/p\u003e \u003cp\u003eLeadership in changing crcumstances 9\u003c\/p\u003e \u003cp\u003eLeader agendas 10\u003c\/p\u003e \u003cp\u003eLeadership and the arts 10\u003c\/p\u003e \u003cp\u003eParents as persuasive leaders 11\u003c\/p\u003e \u003cp\u003eLeadership and strategies 11\u003c\/p\u003e \u003cp\u003eDo leaders need charisma? 12\u003c\/p\u003e \u003cp\u003ePersuasion as a key to all leadership efforts 13\u003c\/p\u003e \u003cp\u003eLeaders as coherent wholes 13\u003c\/p\u003e \u003cp\u003eLearning from examples 13\u003c\/p\u003e \u003cp\u003eTypes of persuasion settings 14\u003c\/p\u003e \u003cp\u003eTypes of Leadership 15\u003c\/p\u003e \u003cp\u003eLeadership skills as identified in the arts and humanities 15\u003c\/p\u003e \u003cp\u003eDo we need empirical studies of leadership? 16\u003c\/p\u003e \u003cp\u003eLeaders and ethical behaviours 17\u003c\/p\u003e \u003cp\u003eLeaders as examples of persuasive and moral principles 17\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Usingaesthetics and the arts in persuasive leadership 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 22\u003c\/p\u003e \u003cp\u003eLeaders using the arts 24\u003c\/p\u003e \u003cp\u003eWhat are the arts? 25\u003c\/p\u003e \u003cp\u003ePractical use of the arts 25\u003c\/p\u003e \u003cp\u003eThe aesthetic response 26\u003c\/p\u003e \u003cp\u003eAesthetics and human evolution 27\u003c\/p\u003e \u003cp\u003eUnity among the arts 27\u003c\/p\u003e \u003cp\u003ePerformance art 28\u003c\/p\u003e \u003cp\u003eLeader–managers as architects 28\u003c\/p\u003e \u003cp\u003eThe orchestra conductor metaphor 29\u003c\/p\u003e \u003cp\u003eMusic in aesthetics 30\u003c\/p\u003e \u003cp\u003eHumans as artists 31\u003c\/p\u003e \u003cp\u003eTheatrical principles in leadership 32\u003c\/p\u003e \u003cp\u003eFictional versus actual leaders 33\u003c\/p\u003e \u003cp\u003eBehaving like an artist 34\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Usingwords effectively in persuasive speech and writing 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 38\u003c\/p\u003e \u003cp\u003eEvolution of language 39\u003c\/p\u003e \u003cp\u003eImportance of word choice 39\u003c\/p\u003e \u003cp\u003ePower of words to evoke emotion 40\u003c\/p\u003e \u003cp\u003eAesthetic versus non-aesthetic language 41\u003c\/p\u003e \u003cp\u003eFunction of fictional stories 41\u003c\/p\u003e \u003cp\u003eUse of stories in persuasion 42\u003c\/p\u003e \u003cp\u003eDelivering words effectively 42\u003c\/p\u003e \u003cp\u003eAudience reactions to words 45\u003c\/p\u003e \u003cp\u003eWords reflect characteristics of the speaker 45\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBeing open-minded in one’s communications 46\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4 Persuasive leadership and rhetoric principles 49\u003c\/p\u003e \u003cp\u003eBeginning cases 50\u003c\/p\u003e \u003cp\u003ePersuasion principles from philosophy 51\u003c\/p\u003e \u003cp\u003ePersuasion in literature 52\u003c\/p\u003e \u003cp\u003eHenry V 53\u003c\/p\u003e \u003cp\u003eJulius Caesar 55\u003c\/p\u003e \u003cp\u003eJoshua Chamberlain 56\u003c\/p\u003e \u003cp\u003eDiscussion of speeches 58\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Persuasive leadership-planningconsiderations 63\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 64\u003c\/p\u003e \u003cp\u003eStudying the prospective audience 65\u003c\/p\u003e \u003cp\u003eBuilding credibility 66\u003c\/p\u003e \u003cp\u003eObtain endorsements by influential persons 66\u003c\/p\u003e \u003cp\u003eBuild competence and coalitions 67\u003c\/p\u003e \u003cp\u003eGather facts and arguments in favor of goals 67\u003c\/p\u003e \u003cp\u003ePlan for creating arousal\/activation and more memorable messages 68\u003c\/p\u003e \u003cp\u003ePlanning for message content 68\u003c\/p\u003e \u003cp\u003ePreparation 69\u003c\/p\u003e \u003cp\u003ePractice 69\u003c\/p\u003e \u003cp\u003eChoose optimum timing and setting 70\u003c\/p\u003e \u003cp\u003eEmotional appeals 70\u003c\/p\u003e \u003cp\u003eUse of dramatic principles in persuasion planning 70\u003c\/p\u003e \u003cp\u003eCreating an engaging character—yourself 71\u003c\/p\u003e \u003cp\u003eLearning acting skills 71\u003c\/p\u003e \u003cp\u003eProcess of planning 72\u003c\/p\u003e \u003cp\u003eUsing the arts in planning 72\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Audience characteristics 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 78\u003c\/p\u003e \u003cp\u003eAudience characteristics 78\u003c\/p\u003e \u003cp\u003eAudience to leader effects 79\u003c\/p\u003e \u003cp\u003eUse of participation 80\u003c\/p\u003e \u003cp\u003eAudience concerns 82\u003c\/p\u003e \u003cp\u003ePsychological needs of the audience 82\u003c\/p\u003e \u003cp\u003eEffect of cultural differences in audience responses 83\u003c\/p\u003e \u003cp\u003eMotivational propensities in an audience 83\u003c\/p\u003e \u003cp\u003eOccupational differences 84\u003c\/p\u003e \u003cp\u003eGender, ethnic, racial, and age differences 84\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Leader–follower emotional ties 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 90\u003c\/p\u003e \u003cp\u003eLeader–follower attraction 92\u003c\/p\u003e \u003cp\u003eLeader–follower bonding 93\u003c\/p\u003e \u003cp\u003eNarcissistic behaviour 93\u003c\/p\u003e \u003cp\u003eAttraction to morality 94\u003c\/p\u003e \u003cp\u003eAttractiveness versus behaviour 94\u003c\/p\u003e \u003cp\u003eSimilarity 95\u003c\/p\u003e \u003cp\u003eOpenness and attraction 96\u003c\/p\u003e \u003cp\u003eOptimistic and hopeful leaders 96\u003c\/p\u003e \u003cp\u003eRespect for differences 96\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Creatingpositive responses in sub-leaders and followers 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 100\u003c\/p\u003e \u003cp\u003eLeading sub-leaders 101\u003c\/p\u003e \u003cp\u003eCounselling group members as individuals 102\u003c\/p\u003e \u003cp\u003eCreating positive emotional states 103\u003c\/p\u003e \u003cp\u003eLeaders as role models 105\u003c\/p\u003e \u003cp\u003ePositive psychology 106\u003c\/p\u003e \u003cp\u003eOptimism in the arts 108\u003c\/p\u003e \u003cp\u003eAdversity coaching 108\u003c\/p\u003e \u003cp\u003eMatching individuals and groups with appropriate tasks 109\u003c\/p\u003e \u003cp\u003eSocial barriers to persuasion 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Persuasive leadership and change 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 114\u003c\/p\u003e \u003cp\u003eChange as a constant 115\u003c\/p\u003e \u003cp\u003eSome fundamental causes of resistance to change efforts 116\u003c\/p\u003e \u003cp\u003eImportance of feelings of self-efficacy in the motivation to change 117\u003c\/p\u003e \u003cp\u003eLeader effectiveness versus likeability 117\u003c\/p\u003e \u003cp\u003eLeadership and admiration—Benjamin Franklin 118\u003c\/p\u003e \u003cp\u003eFranklin's targeted virtues 119\u003c\/p\u003e \u003cp\u003eUsing goals in change 120\u003c\/p\u003e \u003cp\u003eHandling multiple factors in change 120\u003c\/p\u003e \u003cp\u003eSelf-leadership and change 121\u003c\/p\u003e \u003cp\u003ePsychotherapy as an aid to change 121\u003c\/p\u003e \u003cp\u003eCreating positive emotions 122\u003c\/p\u003e \u003cp\u003eHow small changes can have big effects 122\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Strategic plans as a persuasive tool 125\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 126\u003c\/p\u003e \u003cp\u003eWhat are strategies? 127\u003c\/p\u003e \u003cp\u003eImportance of acceptance of strategies 127\u003c\/p\u003e \u003cp\u003eCredibility in the strategic planning process 128\u003c\/p\u003e \u003cp\u003eStrategic plans and goal setting 128\u003c\/p\u003e \u003cp\u003eImportance of self-perceived efficacy in goal achievement 129\u003c\/p\u003e \u003cp\u003eVisioning and goal setting 130\u003c\/p\u003e \u003cp\u003eFollow-up activities in strategic implementation 131\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Harmful persuasion 135\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning case 136\u003c\/p\u003e \u003cp\u003eDoing harm with persuasion 136\u003c\/p\u003e \u003cp\u003eTypes of harm 137\u003c\/p\u003e \u003cp\u003eWhy do such persuasive leaders act the way they do? 138\u003c\/p\u003e \u003cp\u003eConfronting evil 138\u003c\/p\u003e \u003cp\u003eWhy is harmful persuasion accepted? 138\u003c\/p\u003e \u003cp\u003eStanding up to injustice 139\u003c\/p\u003e \u003cp\u003eHelping orientations 139\u003c\/p\u003e \u003cp\u003eThe role of deception in harmful persuasion 141\u003c\/p\u003e \u003cp\u003eDeceptive messages well delivered 142\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Self-leadership 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 146\u003c\/p\u003e \u003cp\u003eLeadership and self-management 147\u003c\/p\u003e \u003cp\u003ePolitical liberty 147\u003c\/p\u003e \u003cp\u003eFreedom in organizations 148\u003c\/p\u003e \u003cp\u003eTrends in self-direction in several fields 149\u003c\/p\u003e \u003cp\u003eSelf-direction in parenting and preparation for self-direction 149\u003c\/p\u003e \u003cp\u003eTherapy and other individual change programmes 149\u003c\/p\u003e \u003cp\u003eDifferential degrees of self-leadership and wasted human assets 150\u003c\/p\u003e \u003cp\u003eSelf-management and human respect and dignity 150\u003c\/p\u003e \u003cp\u003eSelf-leadership and the professional 151\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Persuasive variations in different settings 153\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 154\u003c\/p\u003e \u003cp\u003ePersuasion in the courtroom 156\u003c\/p\u003e \u003cp\u003eThe law as a symbol of justice 158\u003c\/p\u003e \u003cp\u003ePersuasion in the medical community 158\u003c\/p\u003e \u003cp\u003ePersuasion in the home 160\u003c\/p\u003e \u003cp\u003eArchitecture 161\u003c\/p\u003e \u003cp\u003ePhilanthropic and artistic organizations 161\u003c\/p\u003e \u003cp\u003eIn the political arena 161\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Achievingtrust and cooperation 165\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 166\u003c\/p\u003e \u003cp\u003eLeadership issues in cooperation 167\u003c\/p\u003e \u003cp\u003eReactions to authority 168\u003c\/p\u003e \u003cp\u003eOrigins of trust 169\u003c\/p\u003e \u003cp\u003eTypes of trust 170\u003c\/p\u003e \u003cp\u003eFollower and leader needs 172\u003c\/p\u003e \u003cp\u003eExplaining and fostering cooperation among group members 172\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 The noble persuasive leader 179\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 180\u003c\/p\u003e \u003cp\u003eWhat is nobility? 182\u003c\/p\u003e \u003cp\u003eRoots of noble behaviour 182\u003c\/p\u003e \u003cp\u003eReligion and nobility 183\u003c\/p\u003e \u003cp\u003eNobility in business enterprises 184\u003c\/p\u003e \u003cp\u003eNobility as a social class 184\u003c\/p\u003e \u003cp\u003eNoble behaviour in the form of altruism and helping 185\u003c\/p\u003e \u003cp\u003eThe appeal of noble leaders 186\u003c\/p\u003e \u003cp\u003eImmoral leaders 186\u003c\/p\u003e \u003cp\u003eWhat are immoral practices in terms of morality within organizations? 187\u003c\/p\u003e \u003cp\u003eMoral development 188\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Leadership emergence 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 192\u003c\/p\u003e \u003cp\u003eChoosing leaders 194\u003c\/p\u003e \u003cp\u003eSituational factors in persuasive leader emergence and effectiveness 194\u003c\/p\u003e \u003cp\u003eSome indicators of leader emergence and success 195\u003c\/p\u003e \u003cp\u003eLeaders as independent visionaries 198\u003c\/p\u003e \u003cp\u003ePersuasiveness in leader effectiveness 198\u003c\/p\u003e \u003cp\u003eLeader–follower interactions 199\u003c\/p\u003e \u003cp\u003eMindsets of effective leaders 199\u003c\/p\u003e \u003cp\u003eWhat do prospective followers want in a leader? 200\u003c\/p\u003e \u003cp\u003eLeadership changes 201\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 Handlingproblems and failure 203\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 204\u003c\/p\u003e \u003cp\u003eWhat are problems and failures? 206\u003c\/p\u003e \u003cp\u003eFailures due to a changing world 207\u003c\/p\u003e \u003cp\u003eCauses of persuasion failures 208\u003c\/p\u003e \u003cp\u003ePersuasion failures mixed with successes 208\u003c\/p\u003e \u003cp\u003ePersuasion failures due to competing social cultures 208\u003c\/p\u003e \u003cp\u003ePolitics and persuasion failures 209\u003c\/p\u003e \u003cp\u003ePersonal characteristics in reacting to problems and failures 210\u003c\/p\u003e \u003cp\u003eRole of arrogance and hubris in failures 210\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 Why become a persuasive leader? 215\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeginning cases 216\u003c\/p\u003e \u003cp\u003ePersuasiveness as a means to significant ends 218\u003c\/p\u003e \u003cp\u003eChanging life roles 219\u003c\/p\u003e \u003cp\u003eThe human search for happiness 219\u003c\/p\u003e \u003cp\u003eWhat is true (rather than perceived) happiness? 220\u003c\/p\u003e \u003cp\u003eExpectations and happiness 221\u003c\/p\u003e \u003cp\u003eGood and evil ends 221\u003c\/p\u003e \u003cp\u003eRedeeming oneself 222\u003c\/p\u003e \u003cp\u003eThe ideal persuasive leader in fiction 223\u003c\/p\u003e \u003cp\u003eSearch for a meaningful life 225\u003c\/p\u003e \u003cp\u003eExpectations and success 226\u003c\/p\u003e \u003cp\u003eAvoidance of regrets\/remorse 226\u003c\/p\u003e \u003cp\u003ePersuasion and performance and a changed self-identity 227\u003c\/p\u003e \u003cp\u003eRole of positive values 228\u003c\/p\u003e \u003cp\u003eLife as a search for beauty 229\u003c\/p\u003e \u003cp\u003eSummary 229\u003c\/p\u003e \u003cp\u003eEnd cases 230\u003c\/p\u003e \u003cp\u003eExercise 231\u003c\/p\u003e \u003cp\u003eWorks cited 232\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendices.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Brief look at some of the relevant arts and humanities 233\u003c\/p\u003e \u003cp\u003eB Happiness 239\u003c\/p\u003e \u003cp\u003eC Behaviours of the best and worst bosses 243\u003c\/p\u003e \u003cp\u003eD Selected social science theories relevant to persuasive leadership 247\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBibliography 253\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex 259\u003c\/b\u003e\u003c\/p\u003e  \u003cp\u003e\"... this unique book is ideal for executives, organizational leaders, consultants, educators, and MBA students.\" (Publicnet.co.uk, September 2010)  \u003cb\u003eStephen J. Carroll\u003c\/b\u003e is a retired professor emeritus at the University of Maryland, who now works as a private consultant. During his career he has authored twelve books on psychology and organizational behaviour. He has served as a consultant to more than 30 industrial and government organizations and is a regular speaker at the University of Maryland and Syracuse University executive courses. He is best known for his books on performance assessment and leadership.  He first developed the idea for this book in his courses for company executives where he found they responded particularly well to the case examples from the arts and from day to day life. \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePatrick C Flood\u003c\/b\u003e is an Academic Fellow at Cambridge University. He has worked at the London Business School, University of Maryland, University of Limerick, Dublin City University and the London School of Economics. He is known primarily for his work on leadership teams and firm performance. His books include Effective Top Management Teams (2001, Blackwelll; Managing Strategy Implementation (with S.J.Carroll, Blackwell, 2000) (5000 copies sold over life) and Managing without Traditional Methods (Addison Wesley, 1996). He is currently external examiner at SAID business school and consults for the following companies: Pernod Ricard-Irish Distillers; Nypro-Clinton(US); Hewlett Packard (UK), Wang, Paul Partnership and VEC, Novartis, Nortel, ICL (UK), NHS(UK).\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47990309585125,"sku":"NP9780470688281","price":55.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470688281.jpg?v=1761787300","url":"https:\/\/k12savings.com\/es\/products\/the-persuasive-leader-isbn-9780470688281","provider":"K12savings","version":"1.0","type":"link"}