100 Books Like Leadership and Wisdom

The book presents business leaders as characters who are complex, complicated, and far from as rational as the public often holds them to. 

I loved reading it as much as I enjoy good fiction. It is a gripping tale of protagonists who are very human, inventive, sensitive, and sometimes a bit of drama queens. I enjoyed the compelling tales of vulnerability and ambition, as well as reciprocity. To lead is not one-sided, and the leaders are often influenced, even manipulated, by the followers. 

I loved how the book spins its tale with quite a few twists. Leadership is by no means something that concerns only leaders, and what is most important about it cannot be reduced to skills, procedures, or, indeed, algorithms. 

I love reading fiction, and so do many of my students. This book is a gift for us fiction lovers who are also interested in leadership. 

From ancient to modern, literature teaches about quite contemporary issues regarding leadership. In fact, I was astounded to realize how much real-life insight fiction is able to offer in this respect–much more than many management textbooks that often present a simplified and rationalized image of what management means. This book teaches how to approach difficult and very human aspects of leadership: everything that is linked to human experience. 

I found accounts of Herman Melville, Thomas Pynchon, Maurice Blanchot, and other writers captivating and enlightening.

In the corporate world out there, the managers are actual people: men and women enter the stage under quite unequal conditions. I loved how this book throws light on a game that is far from fair from the outset and the odds are stacked against the women who enter it.

This is a classic that ages well–time changes, waves of equal opportunity policies are introduced, but still, I felt the basic mechanism this book reveals stays very much the same. I was fascinated by this book’s striking depiction of how men and women are dealt dissimilar cards but expected to perform just as well–and to act as if their conditions were fair and only merit mattered.

“The best and brightest” is a myth and not an inspiring one. 

I loved how this book literally links the surface of modern organizations with the depths of the human art of storytelling. Stories have been reservoirs of knowledge since times immemorial. Even now, although superficially supplanted by rational procedures and even computer code, it is in the stories collected and told about organizations that the richness of meaning can be found, which can help to understand and change them for the better.

I enjoyed how this book presents ideas that are both profound and serious in a way that is exceptionally readable and, in a way, liberating. I thought: wow! What an eye-opener! The superficial reductionism of the contemporary organization is just a shell and within lies hidden so much wisdom. It germinates. 

I love this book because it helped me understand that real care for people–love for people–is a crucial part of leadership. Real care means really helping people to see and realize their potential. That takes many small and simple things done consistently, coherently, and persistently. But those small and simple things like giving people real work with real responsibility are hard to do.

I saw that so clearly in the way this book weaves together Bob Chapman’s personal leadership journey and the journey of leadership in his company. Bob did not start out caring for his people. He was a classic hard-nosed, financially driven executive who wielded power. But he changed! His journey and his company’s journey did not just instruct me; they inspired me. 

I instinctively resonate with Robert Greenleaf’s servant leadership philosophy, as do numerous business writers and, more importantly, leaders.

Greenleaf had a dream job at AT&T: read, think, and write about management. I admire how his book draws not only from management authors but also from philosophers, political thinkers, poets, and novelists. I fully agree with his diagnosis that organizations "have the resources to do so much better than the [current] mediocre level because so much leadership is poor." He also devised a solution to this challenge: leaders who serve others by tending to their needs and aspirations.

I appreciate Greenleaf's benevolence but also expectation towards those in charge. He observes that "many guilty people are walking around with an air of innocence" because they have not embraced servant leadership when they had the freedom to do so.

This is a short book, a revised version of another classic, and I like its focus on the fact that the only sensible definition of management is achieving results through other people.

This demands a constructive approach, constructive criticism, and development, helping people achieve excellent performance. It is sound common sense in an area so often overpowered and neglected in today’s hectic, time-poor world.

I met Kim Cameron as a guest on my podcast, Be Brave at Work, and he enlightened and incited within me a flame that I always knew was there yet did not know how to ignite. I have always believed that great leaders are energizers–they help people move from where they are today to a new place, positively and rewardingly.

This book focuses on identifying virtuous actions and relationships that create high performance. While we have never been told this, organizations must be led by people who value relationships and are focused on action. They help others, smile, and are trustworthy. I could not define what my leadership style was until I read this book.

When AG Lafley became the CEO of P&G he had an idea that the best way to drive innovation was through collaboration. His book goes behind the scenes on how he encouraged P&Gers to look to suppliers and even competitors' help P&G take innovation to a new level. In fact—Lafley set the lofty goal that 50% of all innovations would not come from P&G—but through P&G by working with strategic partnerships. The book has several examples of how the CPG giant is using collaboration to drive innovation.

There are many of us who believe Frances Hesselbein was one of the greatest leaders of our time, including myself, Peter F. Drucker, Alan Mulally, Marshall Goldsmith, and millions more.

A leader whose focus was on humility, love, and service, Frances spent her entire 107 years serving humanity in the area of leadership. She showed us by example that who we are will have everything to do with our performance and results. For instance, if we have respect for all people, our goals will include everyone in the results.

This book is essential for anyone learning about this great leader because it is in her words, what she believed to be important to who we are and how we lead.