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Is America still Number 1? A leading scholar of international politics and former State Department official takes issue with Paul Kennedy and others and clearly demonstrates that the United States is still the dominant world power, with no challenger in sight. But analogies about decline only divert policy makers from creating effective strategies for the future, says Nye. The nature of power has changed. The real-and unprecedented-challenge is managing the transition to growing global interdependence.
Joseph Nye coined the term "soft power" in the late 1980s. It is now used frequently—and often incorrectly—by political leaders, editorial writers, and academics around the world. So what is soft power? Soft power lies in the ability to attract and persuade. Whereas hard power—the ability to coerce—grows out of a country's military or economic might, soft power arises from the attractiveness of a country's culture, political ideals, and policies. Hard power remains crucial in a world of states trying to guard their independence and of non-state groups willing to turn to violence. It forms the core of the Bush administration's new national security strategy. But according to Nye, the neo-conservatives who advise the president are making a major miscalculation: They focus too heavily on using America's military power to force other nations to do our will, and they pay too little heed to our soft power. It is soft power that will help prevent terrorists from recruiting supporters from among the moderate majority. And it is soft power that will help us deal with critical global issues that require multilateral cooperation among states. That is why it is so essential that America better understands and applies our soft power. This book is our guide.
Dynamic and effective leadership skills from the organization that has spent decades helping people discover their own potential to lead
Argues that the nature of economic power has changed and that the U.S. must develop the will and the flexibility to regain its international leadership role.
From the award-winning author of A Soft Place to Land and A Place at the Table comes a tale of three vibrant and unique Southern women—Louise, Caroline, and Missy—as their lives intersect in unexpected and extraordinary ways. From the outside, Louise Parker seems like a proper Southern matron. But inside, Louise seethes. She’s thwarted by her seemingly perfect husband, frustrated with her talented but rebellious daughter, scarred by her philandering father, and exasperated by her unstable mother. Louise simply doesn’t know how to stop playing the role she’s been starring in for her entire life. A gifted actress, Louise’s daughter Caroline can make any character seem real when she takes the stage. But Caroline is lost when it comes to relationships, especially when dealing with her mother. When Caroline’s young, handsome drama teacher seduces her, she can’t resist. But her forbidden affair will lead Caroline to a different kind of stage, with a new audience. Missy loves Jesus nearly as much as she misses her father, a part-time minister who deserted his family when Missy was three. She accompanies her mother to work as a maid at the Parker residence, for two reasons: to help her mother to clean the house and to save the Parkers’ irreverent son Charles. By turns hilarious and poignant, this is a richly compelling debut novel of family, friendship, and folly.
#1 INTERNATIONAL BESTSELLER • “A landmark manifesto" (The New York Times) that's a revelatory, inspiring call to action and a blueprint for individual growth that will empower women around the world to achieve their full potential. In her famed TED talk, Sheryl Sandberg described how women unintentionally hold themselves back in their careers. Her talk, which has been viewed more than eleven million times, encouraged women to “sit at the table,” seek challenges, take risks, and pursue their goals with gusto. Lean In continues that conversation, combining personal anecdotes, hard data, and compelling research to change the conversation from what women can’t do to what they can. Sandberg, COO of Meta (previously called Facebook) from 2008-2022, provides practical advice on negotiation techniques, mentorship, and building a satisfying career. She describes specific steps women can take to combine professional achievement with personal fulfillment, and demonstrates how men can benefit by supporting women both in the workplace and at home.
Your team has faltered at a critical moment. A key member says he can’t continue, requiring you to make a snap decision: Do you write him off? Or do you risk the whole venture by trying to get him back on his feet? It could be a scenario straight from the business world. Yet this one occurred high on the slopes of the world’s deadliest mountain, K2, where lives, not just livelihoods, depended on the leader’s choice. Decisions don’t get much starker. That’s why mountains—though seemingly a world apart from business—hold unique and surprising insights for managers and entrepreneurs at any altitude. More than just symbols of our upward strivings, they are high-altitude management laboratories: testing grounds where risk, fear, opportunity, and ambition collide in the most unforgiving of settings. Upward Bound brings together a remarkable team of nine writers equally at home among the high peaks and in the corridors of corporate power, including Good to Great author Jim Collins, legendary climber and outdoor clothing entrepreneur Royal Robbins, and Stacy Allison, the first American woman to summit Mount Everest. Their riveting, often harrowing accounts, reveal • Why rock climbers’ distinction between failure (giving up before reaching the edge of your abilities) and what they call “fallure” (committing 100 percent and using up all your energy and reserves) can help companies transcend their vertical limits • What happens when a leader abdicates responsibility in the Death Zone of Mount Everest—and how a similar vacuum at sea level can corrupt corporate purpose • How large climbing expeditions use exquisite organization and “pyramids of people” to place just two climbers on top, making heroes of some from the sacrifice of all • What “ridge-walking” between deadly avalanches and the lure of Mount McKinley’s summit taught a venture capitalist about nurturing risky high-tech start-ups • How a simple insight—using “proximate goals”—propelled a faltering climber up El Capitan in a seemingly undoable solo ascent, a ten-day lesson that would later jump-start a business • Why more accessible peaks like Mount Sinai can exert a pull every bit as powerful as Mount Everest • How to think like a guide While most people will never find themselves in the thin air of the world’s highest places, Upward Bound brings those places down to earth for anyone seeking the path to his or her own summit. Whether it’s up the career ladder or toward a creative peak, Upward Bound addresses the fundamental question of why we climb, while capturing the power of mountains to instruct as well as inspire.
#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership.
In an era of heightened concern about injustice in relations of identity and difference, political theorists often prescribe equal recognition as a remedy for the ills of subordination. Drawing on the philosophy of Hegel, they envision a system of reciprocal knowledge and esteem, in which the affirming glance of others lets everyone be who they really are. This book challenges the equation of recognition with justice. Patchen Markell mines neglected strands of the concept's genealogy and reconstructs an unorthodox interpretation of Hegel, who, in the unexpected company of Sophocles, Aristotle, Arendt, and others, reveals why recognition's promised satisfactions are bound to disappoint, and even to stifle. Written with exceptional clarity, the book develops an alternative account of the nature and sources of identity-based injustice in which the pursuit of recognition is part of the problem rather than the solution. And it articulates an alternative conception of justice rooted not in the recognition of identity of the other but in the acknowledgment of our own finitude in the face of a future thick with surprise. Moving deftly among contemporary political philosophers (including Taylor and Kymlicka), the close interpretation of ancient and modern texts (Hegel's Phenomenology, Aristotle's Poetics, and more), and the exploration of rich case studies drawn from literature (Antigone), history (Jewish emancipation in nineteenth-century Prussia), and modern politics (official multiculturalism), Bound by Recognition is at once a sustained treatment of the problem of recognition and a sequence of virtuoso studies.
Many major American cities are defying the conventional wisdom that suburbs are the communities of the future. But as these urban centers prosper, they increasingly confront significant constraints. In City Bound, Gerald E. Frug and David J. Barron address these limits in a new way. Based on a study of the differing legal structures of Boston, New York, Atlanta, Chicago, Denver, San Francisco, and Seattle, City Bound explores how state law determines what cities can and cannot do to raise revenue, control land use, and improve city schools. Frug and Barron show that state law can make it much easier for cities to pursue a global-city or a tourist-city agenda than to respond to the needs of middle-class residents or to pursue regional alliances. But they also explain that state law is often so outdated, and so rooted in an unjustified distrust of local decision making, that the legal process makes it hard for successful cities to develop and implement any coherent vision of their future. Their book calls not for local autonomy but for a new structure of state-local relations that would enable cities to take the lead in charting the future course of urban development. It should be of interest to everyone who cares about the future of American cities, whether political scientists, planners, architects, lawyers, or simply citizens.