This book includes contributions from top scholars who outline the
best leadership practices for the benefit of the practicing leader.
Each chapter focuses on a specific area of leadership practice and
ends with a set of "take away" best practices in each
area--an executive summary in reverse--that will serve as
a quick reference for those who might want to peruse chapters, but
still extract the best practices, as well as a summary for those
who thoroughly read each chapter.

"Jay Alden Conger and Ronald Riggio have brought together a
galaxy of sophisticated yet practical experts on leadership,
stressing both the complexity and indispensability of both
transactional and transforming leadership, with the blessing of the
pioneering student of leadership, Bernie Bass."

--James MacGregor Burns, professor emeritus, Willams College,
and Pulitzer Prize winner

The Editors

Jay A. Conger holds the Kravis Research Chair in Leadership Studies at Claremont McKenna College. He is the author of twelve books, and he researches executive leadership, organizational change, boards of directors, executive derailment, and leadership development. BusinessWeek described him as the best professor to teach leadership
to executives.

Ronald E. Riggio is Henry R. Kravis Professor of Leadership and Organizational Psychology, and Director of the Kravis Leadership Institute at Claremont McKenna College.
Riggio is the author or editor of over a dozen books and nearly 100 articles and book chapters.

"Jay Alden Conger and Ronald Riggio have brought together a galaxy of sophisticated yet practical experts on leadership, stressing both the complexity and indispensability of both transactional and transforming leadership, with the blessing of the pioneering student of leadership, Bernie Bass."
James MacGregor Burns, professor emeritus, Willams College, and Pulitzer Prize winner

Foreword vii
Bernard M. Bass

About the Authors ix

Introduction 01
Jay A. Conger and Ronald E. Riggio

Part One: Leadership Development and Selection 09

1 Best Practices in Leader Selection 11
Ann Howard

2 Best Practices in Leadership Assessment 41
Manuel London, James W. Smither, and Thomas Diamante

3 Shifting the Emphasis of Leadership Development: From "Me" to "All of Us" 64
Patricia M. G. O'Connor and David V. Day

4 Getting Leader Development Right: Competence Not Competencies 87
Morgan W. McCall Jr. and George P. Hollenbeck

Part Two: The Tasks of the Leader 107

5 Best Practices in the Use of Proactive Influence Tactics by Leaders 109
Gary Yukl

6 Creating the Conditions for Success: Best Practices in Leading for Innovation 129
Michael D. Mumford, Dawn L. Eubanks, and Stephen T. Murphy

7 Best Practices in Ethical Leadership 150
Craig E. Johnson

8 Best Practices in Team Leadership: What Team Leaders Do to Facilitate Team Effectiveness 172
Kevin C. Stagl, Eduardo Salas, and C. Shawn Burke

Part Three: Leading the Organization 199

9 Best Practices in Leading Organizational Change: Workplace Recovery Following Major Organizational Transitions 201
Mitchell Lee Marks

10 Best Practices in Leading at Strategic Levels: A Social Responsibility Perspective 224
David A. Waldman

11 Best Practices in Corporate Boardroom Leadership 244
Jay A. Conger

Part Four: Leading in Today's World 261

12 Best Practices in Leading under Crisis: Bottom-Up Leadership, or How to Be a Crisis Champion 263
Ian I. Mitroff

13 Best Practices in Leading Diverse Organizations 277
Lynn R. Offermann and Kenneth Matos

14 Best Practices in Cross-Cultural Leadership 300
Mary B. Teagarden

15 Getting It Right: The Practice of Leadership 331
Ronald E. Riggio and Jay A. Conger

Notes 345

Index 389