Major Doug Crandall is the executive officer to the Dean of the Academic Board at the United States Military Academy (U.S.M.A.) West Point. He was previously an assistant professor in the Department of Behavioral Sciences and Leadership, where he served as course director for Leading Organizations Through Change and Advanced Military Leadership and received the Excellence in Teaching Award. Crandall has a B.S. from the U.S.M.A. and an M.B.A. from the Stanford Graduate School of Business. The Leader to Leader Institute's mission is to strengthen leadership in the social sector. Established in 1990 as the Peter F. Drucker Foundation for Nonprofit Management, the Institute furthers its mission by providing social sector leaders with the essential leadership wisdom, inspiration, and resources needed to lead for innovation and to build vibrant social sector organizations.

• A Note from the Leader to Leader Institute (Frances Hesselbein). Foreword (Jim Collins).Acknowledgments.About the Contributors.Introduction (Doug Crandall).PART ONE: LEADERSHIP AND VALUES DEVELOPMENT.1 Becoming a Leader Developer (Eric G. Kail).2 Learning from Failure (Doug Crandall).3 You Must Lead Yourself First (Greg Hastings).4 Influencing Your Organization's Moral Philosophy (Brian Tribus).5 Developing Organizational Values in Others (Chip Daniels).6 The Authentic High-Impact Leader (Sean T. Hannah).7 Leader Development and Self-Awareness in the U.S. Army Bench Project (Dennis P. O'Neil, Patrick J. Sweeney, James Ness, Thomas A. Kolditz).PART TWO: LEADERSHIP STYLES AND SITUATIONS.8 Teaming High-Potential Talent (Jack Jefferies).9 Leading as If Your Life Depended on It (Thomas A. Kolditz).10 Creating Urgency and Inspiring Your Team (Robert Morris).11 Quiet Leadership (Eric J. Weis).12 Leading Without Words (Jeff Bergmann).13 Developing Charisma with Caution (Dena Braeger).14 Trust: The Key to Combat Leadership (Patrick J. Sweeney).PART THREE: LEADING ORGANIZATIONS.15 Socialized Leadership (Todd Henshaw).16 Leading at the Business End of Policy (James Tuite).17 Harnessing the Power of Culture and Diversity for Organizational Performance (Remi Hajjar, Morten G. Ender).18 Developing Organizational Commitment by Putting People First (Todd Woodruff).19 Managing Expectations When Leading Change (Everett S. P. Spain).Index.

Major Doug Crandall is the executive officer to the Dean of the Academic Board at the United States Military Academy (U.S.M.A.) West Point. He was previously an assistant professor in the Department of Behavioral Sciences and Leadership, where he served as course director for Leading Organizations Through Change and Advanced Military Leadership and received the Excellence in Teaching Award. Crandall has a B.S. from the U.S.M.A. and an M.B.A. from the Stanford Graduate School of Business. The Leader to Leader Institute's mission is to strengthen leadership in the social sector. Established in 1990 as the Peter F. Drucker Foundation for Nonprofit Management, the Institute furthers its mission by providing social sector leaders with the essential leadership wisdom, inspiration, and resources needed to lead for innovation and to build vibrant social sector organizations.

• A Note from the Leader to Leader Institute (Frances Hesselbein). Foreword (Jim Collins).Acknowledgments.About the Contributors.Introduction (Doug Crandall).PART ONE: LEADERSHIP AND VALUES DEVELOPMENT.1 Becoming a Leader Developer (Eric G. Kail).2 Learning from Failure (Doug Crandall).3 You Must Lead Yourself First (Greg Hastings).4 Influencing Your Organization's Moral Philosophy (Brian Tribus).5 Developing Organizational Values in Others (Chip Daniels).6 The Authentic High-Impact Leader (Sean T. Hannah).7 Leader Development and Self-Awareness in the U.S. Army Bench Project (Dennis P. O'Neil, Patrick J. Sweeney, James Ness, Thomas A. Kolditz).PART TWO: LEADERSHIP STYLES AND SITUATIONS.8 Teaming High-Potential Talent (Jack Jefferies).9 Leading as If Your Life Depended on It (Thomas A. Kolditz).10 Creating Urgency and Inspiring Your Team (Robert Morris).11 Quiet Leadership (Eric J. Weis).12 Leading Without Words (Jeff Bergmann).13 Developing Charisma with Caution (Dena Braeger).14 Trust: The Key to Combat Leadership (Patrick J. Sweeney).PART THREE: LEADING ORGANIZATIONS.15 Socialized Leadership (Todd Henshaw).16 Leading at the Business End of Policy (James Tuite).17 Harnessing the Power of Culture and Diversity for Organizational Performance (Remi Hajjar, Morten G. Ender).18 Developing Organizational Commitment by Putting People First (Todd Woodruff).19 Managing Expectations When Leading Change (Everett S. P. Spain).Index.

Major Doug Crandall is the executive officer to the Dean of the Academic Board at the United States Military Academy (U.S.M.A.) West Point. He was previously an assistant professor in the Department of Behavioral Sciences and Leadership, where he served as course director for Leading Organizations Through Change and Advanced Military Leadership and received the Excellence in Teaching Award. Crandall has a B.S. from the U.S.M.A. and an M.B.A. from the Stanford Graduate School of Business. The Leader to Leader Institute's mission is to strengthen leadership in the social sector. Established in 1990 as the Peter F. Drucker Foundation for Nonprofit Management, the Institute furthers its mission by providing social sector leaders with the essential leadership wisdom, inspiration, and resources needed to lead for innovation and to build vibrant social sector organizations.

• A Note from the Leader to Leader Institute (Frances Hesselbein). Foreword (Jim Collins).Acknowledgments.About the Contributors.Introduction (Doug Crandall).PART ONE: LEADERSHIP AND VALUES DEVELOPMENT.1 Becoming a Leader Developer (Eric G. Kail).2 Learning from Failure (Doug Crandall).3 You Must Lead Yourself First (Greg Hastings).4 Influencing Your Organization's Moral Philosophy (Brian Tribus).5 Developing Organizational Values in Others (Chip Daniels).6 The Authentic High-Impact Leader (Sean T. Hannah).7 Leader Development and Self-Awareness in the U.S. Army Bench Project (Dennis P. O'Neil, Patrick J. Sweeney, James Ness, Thomas A. Kolditz).PART TWO: LEADERSHIP STYLES AND SITUATIONS.8 Teaming High-Potential Talent (Jack Jefferies).9 Leading as If Your Life Depended on It (Thomas A. Kolditz).10 Creating Urgency and Inspiring Your Team (Robert Morris).11 Quiet Leadership (Eric J. Weis).12 Leading Without Words (Jeff Bergmann).13 Developing Charisma with Caution (Dena Braeger).14 Trust: The Key to Combat Leadership (Patrick J. Sweeney).PART THREE: LEADING ORGANIZATIONS.15 Socialized Leadership (Todd Henshaw).16 Leading at the Business End of Policy (James Tuite).17 Harnessing the Power of Culture and Diversity for Organizational Performance (Remi Hajjar, Morten G. Ender).18 Developing Organizational Commitment by Putting People First (Todd Woodruff).19 Managing Expectations When Leading Change (Everett S. P. Spain).Index.