John H. Zenger, D.B.A., is CEO of Zenger Folkman, a firm that helps organizations and individuals improve leadership effectiveness that, in turn, drives business results. These results include increasing employee engagement, retention, productivity, and bottom-line profitability. He is a member of the HRD Hall of Fame and has authored or coauthored eight books and 50 articles on leadership, productivity, and teams. Joseph R. Folkman, Ph.D., is president of Zenger Folkman. He is an authoritative voice on the subject of creating and using employee surveys to create organizational change and 360- degree feedback assessment for individual development. Folkman is the author of three books: Turning Feedback into Change, Making Feedback Work, and Employee Surveys That Make a Difference.

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• AcknowledgmentsIntroduction PART IHOW INDIVIDUALS DEVELOP THEIRLEADERSHIP CAPABILITY1 Demystifying Leadership 2 Great Leaders Make a Great Difference 3 The Competency Quest 4 How The Extraordinary Leader Behaves 5 Great Leaders Possess Multiple Strengths 6 Leaders Must Fit Their Organization 7 Fatal Flaws Must Be Fixed 8 Alternative Paths for Leadership Development 9 How Individuals Develop Themselves PART I ITHE ORGANIZATION’S ROLE INFILLING THE LEADERSHIP PIPELINE10 Tailor Leadership Development to the Organization 11 Define the Scale and Scope 12 Ensure Executive Support 13 Use Powerful Learning Methods 14 Embed Leadership Development into the Culture 15 Sustain and Follow-Through PART I I ITOPICS OF SPECIAL INTEREST16 Women in Leadership 17 Measure Improvement 18 Develop Leadership Teams Appendix: Research Methodology Notes Index

John H. Zenger, D.B.A., is CEO of Zenger Folkman, a firm that helps organizations and individuals improve leadership effectiveness that, in turn, drives business results. These results include increasing employee engagement, retention, productivity, and bottom-line profitability. He is a member of the HRD Hall of Fame and has authored or coauthored eight books and 50 articles on leadership, productivity, and teams. Joseph R. Folkman, Ph.D., is president of Zenger Folkman. He is an authoritative voice on the subject of creating and using employee surveys to create organizational change and 360- degree feedback assessment for individual development. Folkman is the author of three books: Turning Feedback into Change, Making Feedback Work, and Employee Surveys That Make a Difference.

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• AcknowledgmentsIntroduction PART IHOW INDIVIDUALS DEVELOP THEIRLEADERSHIP CAPABILITY1 Demystifying Leadership 2 Great Leaders Make a Great Difference 3 The Competency Quest 4 How The Extraordinary Leader Behaves 5 Great Leaders Possess Multiple Strengths 6 Leaders Must Fit Their Organization 7 Fatal Flaws Must Be Fixed 8 Alternative Paths for Leadership Development 9 How Individuals Develop Themselves PART I ITHE ORGANIZATION’S ROLE INFILLING THE LEADERSHIP PIPELINE10 Tailor Leadership Development to the Organization 11 Define the Scale and Scope 12 Ensure Executive Support 13 Use Powerful Learning Methods 14 Embed Leadership Development into the Culture 15 Sustain and Follow-Through PART I I ITOPICS OF SPECIAL INTEREST16 Women in Leadership 17 Measure Improvement 18 Develop Leadership Teams Appendix: Research Methodology Notes Index

John H. Zenger, D.B.A., is CEO of Zenger Folkman, a firm that helps organizations and individuals improve leadership effectiveness that, in turn, drives business results. These results include increasing employee engagement, retention, productivity, and bottom-line profitability. He is a member of the HRD Hall of Fame and has authored or coauthored eight books and 50 articles on leadership, productivity, and teams. Joseph R. Folkman, Ph.D., is president of Zenger Folkman. He is an authoritative voice on the subject of creating and using employee surveys to create organizational change and 360- degree feedback assessment for individual development. Folkman is the author of three books: Turning Feedback into Change, Making Feedback Work, and Employee Surveys That Make a Difference.

Select Guide Rating

• AcknowledgmentsIntroduction PART IHOW INDIVIDUALS DEVELOP THEIRLEADERSHIP CAPABILITY1 Demystifying Leadership 2 Great Leaders Make a Great Difference 3 The Competency Quest 4 How The Extraordinary Leader Behaves 5 Great Leaders Possess Multiple Strengths 6 Leaders Must Fit Their Organization 7 Fatal Flaws Must Be Fixed 8 Alternative Paths for Leadership Development 9 How Individuals Develop Themselves PART I ITHE ORGANIZATION’S ROLE INFILLING THE LEADERSHIP PIPELINE10 Tailor Leadership Development to the Organization 11 Define the Scale and Scope 12 Ensure Executive Support 13 Use Powerful Learning Methods 14 Embed Leadership Development into the Culture 15 Sustain and Follow-Through PART I I ITOPICS OF SPECIAL INTEREST16 Women in Leadership 17 Measure Improvement 18 Develop Leadership Teams Appendix: Research Methodology Notes Index