Leadership is not just for CEOs--we all find ourselves in leadership positions at one time or another, whether in meetings and classes or at social events and family gatherings. And yet, even though leadership is the single most studied aspect of all human behavior, there remains a scarcity of qualified leaders to step into critical positions. This deficit is laid bare in the gulf between what leaders are trained to do and how they actually act. In What You Don't Know About Leadership, but Probably Should, Jeffrey A. Kottler translates the latest research, theory, and skills into practical strategies for everyday and professional situations. He presents the wisdom and successful strategies of an array of renowned leaders--from Steve Jobs to Franklin Delano Roosevelt, George Lucas to Admiral Horatio Nelson--while citing the challenges they faced and lessons they learned in their respective roles. The book focuses on key attributes such as self-confidence, flexibility, charisma, and humility, while noting the serious pitfalls associated with traits such as hubris, immodesty, and narcissism. Kottler's writing is candid and realistic; though there are no easy rules or programs that instantly lead to success, there are steps you can take to make a difference in others' lives, better manage conflict and stress, and ultimately serve as an effective leader.

Jeffrey A. Kottler, PhD, is one of the most prolific authors in the fields of psychology and education, having written 90 books about a wide range of subjects related to personal transformation. He is Clinical Professor of Psychiatry at Baylor College of Medicine in Houston and Professor Emeritus of Counseling at California State University, Fullerton. He is also the Founder of Empower Nepali Girls, an organization devoted to the protection and mentoring of at-risk children.

Part I: The Nature of Group Behavior at Work and Play 1: Interpersonal Patterns Past and Present 2: What Most People Don't Seem to Know About Groups and How People Change 3: Stages of Group Process and Evolution Part II: How Leaders Try-and Usually Fail to Make a Difference 4: Really, Really Bad Leadership and What We Learn From Our Mistakes 5: Models of Leadership That Can Be Adapted 6: A Few Simple Things That Make All the Difference 7: It's Not About the Agenda, It's All About Relationships Part III: Skills and Interventions 8: Leadership Skills and Strategies That Don't Rely on Authority and Power 9: Some Very Advanced Leadership Skills 10: Leaders Tell Inspiring Stories 11: Critical Incidents That Leaders Fail to Recognize and Handle Effectively Part IV: Applications to Daily Life 12: Leadership Within Social, Family, and Community Life 13: Talking to Larger Groups Without Boring Them to Death 14: It's Not Just About What You Do, But Who You Are