This book reveals the three most important capabilities leaders must demonstrate today: the ability to set strategy, empathize with others, and take risksall at the same time. In Head, Heart, and Guts, leadership experts David Dotlich, Peter Cairo, and Stephen Rhinesmithwho teach and coach CEOs and executive teams throughout the worldargue that to be successful in a complex, matrixed, fast-moving world, whole leaders must set strategy, develop trusting relationships with others, and consistently do the right thing based on personal values. Partial leaders, often the product of traditional executive programs, may be successful in the shortrun, but their companies lose over time. Filled with case studies of companies such as Bank of America, Johnson leadership comfort zone and an action plan for companies that want to move beyond tried-and-true leadership development in order to develop whole leaders throughout their leadership pipeline.

David L. Dotlich is president of Mercer Delta Executive Learning Center (formerly CDR International). He is former executive vice president of Honeywell International. Peter C. Cairo is head of executive programs and leadership strategy for Mercer Delta Executive Learning Center and former chairman of the Department of Counseling and Organizational Psychology at Columbia University. Dotlich and Cairo are the coauthors of Action Coaching, Action Learning, Unnatural Leadership, and Why CEOs Fail, all from Jossey-Bass. Stephen H. Rhinesmithis a partner of Mercer Delta Executive Learning Center. He is former special ambassador to the Soviet Union and was president of Holland America Line.

Part One: The Case for Whole Leadership.

1. Whole Leadership Versus Partial Leadership.

2. Developing Leaders the Systemic, Integrated Way.

Part Two: Head Leadership.

3. Rethinking the Way We Do Things Around Here.

4. Reframing the Boundaries.

5. Getting Things Done.

6. Developing and Articulating a Point of View.

Part Three: Heart Leadership.

7. Balancing People Needs with Business Requirements: Touching All the Bases.

8. Delivering Integrated Solutions Through Trust.

9. Working with and Leading People from Diverse Cultures: Developing True Empathy.

10. Overcoming Personal Derailers in Working with Others.

Part Four: Guts Leadership.

11. Taking Risks with Little or No Data.

12. Balancing Risk and Reward.

13. Acting with Unyielding Integrity.

Part Five: Mature Leadership.

14. Developing Mature Leaders for the Twenty-First Century.

References.

About the Authors.

Index.