JOEL KURTZMAN is chairman of the Kurtzman Group, a research and consulting firm focusing on issues relating to knowledge management, strategy, economic development, global risk, and thought leadership. He is a senior fellow at the Milken Institute and publisher of The Milken Institute Review, a member of the editorial board of MIT Sloan Management Review, and a senior fellow at Wharton's SEI Center for Advanced Studies in Management. He is also an advisor to the World Economic Forum and to the U.S. Council on Competitiveness. Previously, he was the editor of Harvard Business Review, founder and editor of strategy + business magazine, a columnist at Fortune, and an editor and columnist at The New York Times. For more than 30 years, Kurtzman has interviewed, worked with, and consulted to the CEOs of some of the world's largest companies.

"A thoughtful…and ethics-based discussion on leadership in the modern age by lauded businessman Kurtzman. A solid and readable look at 'New Leadership.'" (Publishers Weekly, January 18, 2010) "Through well-told anecdotes and strong logic, Kurtzman convincingly demonstrates that the essence of leadership is the ability to forge, from a disparate group of individuals, "a creative, dynamic, brave and nearly invincible we." How does one do that? Not by stepping out in front of the group, describing a vision, and leading the charge forward. Rather, Kurtzman's ideal leader is deep in the mix of the organization, causing its values, objectives, and approaches to be internalized by decision makers at every level." (Harvard Business Review, January-February 2010)

• Foreword, by Marshall Goldsmith ixIntroduction: No One Leads Alone xi1 The Leadership Disconnect 12 The New Rules of Employment 133 Leaders at All Levels 334 Internalizing What the Organization Stands For 455 The Best Leaders Are Part of the Group 576 Cultivating Curiosity, Not Complacency 677 Creating a Culture of Leadership 938 We’re All in This Together 1039 How Leaders Stay Positive and Determined 12310 Leading Is a Mental Game 13911 Different Strokes for Different Generations 15712 You Don’t Have to Be Ruthless to Lead 16713 Ideas Matter 177Epilogue: The Future of Leadership 191A Leadership Library 197About the Author 201Index 203

JOEL KURTZMAN is chairman of the Kurtzman Group, a research and consulting firm focusing on issues relating to knowledge management, strategy, economic development, global risk, and thought leadership. He is a senior fellow at the Milken Institute and publisher of The Milken Institute Review, a member of the editorial board of MIT Sloan Management Review, and a senior fellow at Wharton's SEI Center for Advanced Studies in Management. He is also an advisor to the World Economic Forum and to the U.S. Council on Competitiveness. Previously, he was the editor of Harvard Business Review, founder and editor of strategy + business magazine, a columnist at Fortune, and an editor and columnist at The New York Times. For more than 30 years, Kurtzman has interviewed, worked with, and consulted to the CEOs of some of the world's largest companies.

"A thoughtful…and ethics-based discussion on leadership in the modern age by lauded businessman Kurtzman. A solid and readable look at 'New Leadership.'" (Publishers Weekly, January 18, 2010) "Through well-told anecdotes and strong logic, Kurtzman convincingly demonstrates that the essence of leadership is the ability to forge, from a disparate group of individuals, "a creative, dynamic, brave and nearly invincible we." How does one do that? Not by stepping out in front of the group, describing a vision, and leading the charge forward. Rather, Kurtzman's ideal leader is deep in the mix of the organization, causing its values, objectives, and approaches to be internalized by decision makers at every level." (Harvard Business Review, January-February 2010)

• Foreword, by Marshall Goldsmith ixIntroduction: No One Leads Alone xi1 The Leadership Disconnect 12 The New Rules of Employment 133 Leaders at All Levels 334 Internalizing What the Organization Stands For 455 The Best Leaders Are Part of the Group 576 Cultivating Curiosity, Not Complacency 677 Creating a Culture of Leadership 938 We’re All in This Together 1039 How Leaders Stay Positive and Determined 12310 Leading Is a Mental Game 13911 Different Strokes for Different Generations 15712 You Don’t Have to Be Ruthless to Lead 16713 Ideas Matter 177Epilogue: The Future of Leadership 191A Leadership Library 197About the Author 201Index 203

JOEL KURTZMAN is chairman of the Kurtzman Group, a research and consulting firm focusing on issues relating to knowledge management, strategy, economic development, global risk, and thought leadership. He is a senior fellow at the Milken Institute and publisher of The Milken Institute Review, a member of the editorial board of MIT Sloan Management Review, and a senior fellow at Wharton's SEI Center for Advanced Studies in Management. He is also an advisor to the World Economic Forum and to the U.S. Council on Competitiveness. Previously, he was the editor of Harvard Business Review, founder and editor of strategy + business magazine, a columnist at Fortune, and an editor and columnist at The New York Times. For more than 30 years, Kurtzman has interviewed, worked with, and consulted to the CEOs of some of the world's largest companies.

"A thoughtful…and ethics-based discussion on leadership in the modern age by lauded businessman Kurtzman. A solid and readable look at 'New Leadership.'" (Publishers Weekly, January 18, 2010) "Through well-told anecdotes and strong logic, Kurtzman convincingly demonstrates that the essence of leadership is the ability to forge, from a disparate group of individuals, "a creative, dynamic, brave and nearly invincible we." How does one do that? Not by stepping out in front of the group, describing a vision, and leading the charge forward. Rather, Kurtzman's ideal leader is deep in the mix of the organization, causing its values, objectives, and approaches to be internalized by decision makers at every level." (Harvard Business Review, January-February 2010)

• Foreword, by Marshall Goldsmith ixIntroduction: No One Leads Alone xi1 The Leadership Disconnect 12 The New Rules of Employment 133 Leaders at All Levels 334 Internalizing What the Organization Stands For 455 The Best Leaders Are Part of the Group 576 Cultivating Curiosity, Not Complacency 677 Creating a Culture of Leadership 938 We’re All in This Together 1039 How Leaders Stay Positive and Determined 12310 Leading Is a Mental Game 13911 Different Strokes for Different Generations 15712 You Don’t Have to Be Ruthless to Lead 16713 Ideas Matter 177Epilogue: The Future of Leadership 191A Leadership Library 197About the Author 201Index 203