Acknowledgments.

About the Contributors.

Introduction by Major Doug Crandall.

PART ONE. LEADERSHIP AND VALUES DEVELOPMENT.

1. Becoming a Leader Developer (Lieutenant Colonel Eric G. Kail).

2. Learning from Failure (Major Doug Crandall).

3. You Must Lead Yourself First (Second Lieutenant Greg Hastings).

4. Influencing Your Organization’s Moral Philosophy (Major Brian Tribus).

5. Developing Organizational Values in Others (Major Chip Daniels).

6. The Heart of High-Impact Leadership (Lieutenant Colonel Sean T. Hannah).

7. Leader Development and Self-Awareness in the U.S. Army Bench Project (Major Dennis P. O’Neil, Colonel Patrick J. Sweeney, Lieutenant Colonel James Ness, and Colonel 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 (Colonel Thomas A. Kolditz).

10. Creating Urgency and Inspiring Your Team (Robert Morris).

11. Quiet Leadership (Major Eric J. Weis).

12. Leading Without Words (Major Jeff Bergmann).

13. Developing Charisma with Caution (Captain Dena Braeger).

14. Trust in Combat Leaders (Colonel Patrick J. Sweeney).

PART THREE. LEADING ORGANIZATIONS<K>.

15. Socialized Leadership (Lieutenant Colonel Todd Henshaw).

16. Leading at the Business End of Policy (Major James Tuite).

17. Harnessing the Power of Culture and Diversity for Organizational Performance (Major Remi Hajjar, and Morten G. Ender).

18. Developing Organizational Commitment by Putting People First (Major Todd Woodruff).

19. Managing Expectations When Leading Change (Major Everett S. P. Spain).

Index.