While oil wealth has enriched some Middle East Arab nations, others that lack oil resources have remained poor and are looking now to their oil-rich neighbors for development assistance. This collection of studies on the economic, social, and political relationships between the haves and the have-nots in the Middle East focuses on Egypt-the largest state in the region-and on its prospects for change based on financial assistance from other Arab countries.The authors have many disagreements about the future of both rich and poor nations in the Middle East and considerable skepticism about the possibility of transforming Egypt, but they do agree that the future must be projected in the framework of a new regional order in which oil wealth, labor migration, and liberalized national economies are fundamental realities.

While oil wealth has enriched some Middle East Arab nations, others that lack oil resources have remained poor and are looking now to their oil-rich neighbors for development assistance. This collection of studies on the economic, social, and political relationships between the haves and the have-nots in the Middle East focuses on Egypt-the largest

Almost everyone has faced the frustrating task of negotiating with government-local, state, national, or foreign-at some point in their lives. Whether they are applying for a building permit from their local zoning board, trying to sell software to the U.S. Defense Department, looking for approval for a merger, or planning to set up a business in Limerick or Bangalore, businesspeople confront a unique set of challenges when dealing with any form of government. Distinguished author, professor and negotiation expert Jeswald W. Salacuse explains the ways in which negotiating with government is very different from private negotiation. In Seven Secrets for Negotiating with Government, he addresses the key variables involved-from the influence of bureaucracy to the perception of power on the government side of the negotiating table. The only book of its kind, this invaluable guide offers succinct, realistic, and accessible advice to help readers recognize the often-hidden interests driving government negotiators and how to use that knowledge to their advantage. Filled with real-life examples, this book will show businesspeople everywhere how to navigate this complex world and win.

"Whether you were born a leader or have had leadership thrust upon you, you’re in for a whole new set of challenges when managing other leaders. Think of the qualities that have brought you to a leadership role: your vision, confidence, and charisma, or perhaps your experience, unique skills, expertise, or network of powerful allies. Now remind yourself that other leaders share some or all of these qualities with you. The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions. How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders. The seven tasks and the special challenges they entail in leading leaders are: 1. Direction How do you negotiate a vision for the organization that other leaders will buy into? 2. Integration How do you make stars a team? 3. Mediation How do you resolve conflicts over turf and power among other leaders so the organization can move forward? 4. Education How do you educate people who think they are already educated? 5. Motivation How do you move other leaders who already seem “to have everything” to do the right thing for the organization? 6. Representation How do you lead your organization’s outside constituents while still leading leaders inside? 7. Trust Creation How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on? Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders."

How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders.

The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions.

The seven tasks and the special challenges they entail in Leading Leaders are:

Direction - How do you negotiate a vision for the organization that other leaders will buy into?Integration - How do you make stars a team?Mediation - How do you resolve conflicts over turf and power among other leaders so the organization can move forward?Education - How do you educate people who think they are already educated?Motivation - How do you move other leaders who already seem “to have everything” to do the right thing for the organization?Representation - How do you lead your organization’s outside constituents while still leading leaders inside?Trust Creation - How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on?

Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders.

While oil wealth has enriched some Middle East Arab nations, others that lack oil resources have remained poor and are looking now to their oil-rich neighbors for development assistance. This collection of studies on the economic, social, and political relationships between the haves and the have-nots in the Middle East focuses on Egypt-the largest state in the region-and on its prospects for change based on financial assistance from other Arab countries.The authors have many disagreements about the future of both rich and poor nations in the Middle East and considerable skepticism about the possibility of transforming Egypt, but they do agree that the future must be projected in the framework of a new regional order in which oil wealth, labor migration, and liberalized national economies are fundamental realities.

While oil wealth has enriched some Middle East Arab nations, others that lack oil resources have remained poor and are looking now to their oil-rich neighbors for development assistance. This collection of studies on the economic, social, and political relationships between the haves and the have-nots in the Middle East focuses on Egypt-the largest state in the region-and on its prospects for change based on financial assistance from other Arab countries.The authors have many disagreements about the future of both rich and poor nations in the Middle East and considerable skepticism about the possibility of transforming Egypt, but they do agree that the future must be projected in the framework of a new regional order in which oil wealth, labor migration, and liberalized national economies are fundamental realities.

While oil wealth has enriched some Middle East Arab nations, others that lack oil resources have remained poor and are looking now to their oil-rich neighbors for development assistance. This collection of studies on the economic, social, and political relationships between the haves and the have-nots in the Middle East focuses on Egypt-the largest

Almost everyone has faced the frustrating task of negotiating with government-local, state, national, or foreign-at some point in their lives. Whether they are applying for a building permit from their local zoning board, trying to sell software to the U.S. Defense Department, looking for approval for a merger, or planning to set up a business in Limerick or Bangalore, businesspeople confront a unique set of challenges when dealing with any form of government. Distinguished author, professor and negotiation expert Jeswald W. Salacuse explains the ways in which negotiating with government is very different from private negotiation. In Seven Secrets for Negotiating with Government, he addresses the key variables involved-from the influence of bureaucracy to the perception of power on the government side of the negotiating table. The only book of its kind, this invaluable guide offers succinct, realistic, and accessible advice to help readers recognize the often-hidden interests driving government negotiators and how to use that knowledge to their advantage. Filled with real-life examples, this book will show businesspeople everywhere how to navigate this complex world and win.

"Whether you were born a leader or have had leadership thrust upon you, you’re in for a whole new set of challenges when managing other leaders. Think of the qualities that have brought you to a leadership role: your vision, confidence, and charisma, or perhaps your experience, unique skills, expertise, or network of powerful allies. Now remind yourself that other leaders share some or all of these qualities with you. The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions. How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders. The seven tasks and the special challenges they entail in leading leaders are: 1. Direction How do you negotiate a vision for the organization that other leaders will buy into? 2. Integration How do you make stars a team? 3. Mediation How do you resolve conflicts over turf and power among other leaders so the organization can move forward? 4. Education How do you educate people who think they are already educated? 5. Motivation How do you move other leaders who already seem “to have everything” to do the right thing for the organization? 6. Representation How do you lead your organization’s outside constituents while still leading leaders inside? 7. Trust Creation How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on? Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders."

How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders.

The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions.

The seven tasks and the special challenges they entail in Leading Leaders are:

Direction - How do you negotiate a vision for the organization that other leaders will buy into?Integration - How do you make stars a team?Mediation - How do you resolve conflicts over turf and power among other leaders so the organization can move forward?Education - How do you educate people who think they are already educated?Motivation - How do you move other leaders who already seem “to have everything” to do the right thing for the organization?Representation - How do you lead your organization’s outside constituents while still leading leaders inside?Trust Creation - How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on?

Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders.

While oil wealth has enriched some Middle East Arab nations, others that lack oil resources have remained poor and are looking now to their oil-rich neighbors for development assistance. This collection of studies on the economic, social, and political relationships between the haves and the have-nots in the Middle East focuses on Egypt-the largest state in the region-and on its prospects for change based on financial assistance from other Arab countries.The authors have many disagreements about the future of both rich and poor nations in the Middle East and considerable skepticism about the possibility of transforming Egypt, but they do agree that the future must be projected in the framework of a new regional order in which oil wealth, labor migration, and liberalized national economies are fundamental realities.