Here are 100 books that The Leadership Challenge fans have personally recommended if you like
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As a wannabe rockstar studying philosophy and mathematics, never in my wildest nightmare did I imagine I would one day earn a living traveling the world, helping corporate managers become better bosses. But in unexpected ways, all the different strands of my interests and passions have woven together into a work-life well lived, with over two decades of experience and contemplation distilled down into this book I have co-written with my friend and business partner, Bjorn Billhardt, CEO of Abilitie.
There are so many golden calves in the world of management and leadership theory, and this book knocks nine of them down politely but mercilessly.
My favorite chapter: “The Delusion of Rigorous Research,” coming from a business school professor who knows first-hand what he’s talking about. I’m encumbered by philosophical training, and in the business world, I constantly find myself asking, “Yes, but what does that word actually mean?” or “What kind of evidence could support that claim, and is that evidence you could actually collect?”
More and more content about how to succeed in business and management gets produced by humans, and increasingly by AI. In that context, I’m grateful for books like this one that focus more on “how” than on “what” to think.
Why do some companies prosper while others fail? Despite great amounts of research, many of the studies that claim to pin down the secret of success are based in pseudoscience. The Halo Effect is the outcome of that pseudoscience, a myth that Philip Rosenzweig masterfully debunks in THE HALO EFFECT. The Halo Effect describes the tendency of experts to point to the high financial performance of a successful company and then spread its golden glow to all of the company's attributes - clear strategy, strong values, and brilliant leadership. But in fact, as Rosenzweig clearly illustrates, the experts are not…
A moving story of love, betrayal, and the enduring power of hope in the face of darkness.
German pianist Hedda Schlagel's world collapsed when her fiancé, Fritz, vanished after being sent to an enemy alien camp in the United States during the Great War. Fifteen years later, in 1932, Hedda…
I grew up playing outside during the day, reimagining the worlds I had read about the night before. With my imagination at full steam, I would hike, camp, fish, and hunt until I was tuckered out. Being somewhat isolated, I found solace in the characters in my regular reading, comforted by their humanity, foibles, and triumphs alike. I identified with overcoming adversity in order to survive. Book fueled the fire within me to choose the light over dark.
I loved The Book of Three because it was the first story that made me feel like adventure could begin anywhere—even for someone as unsure of themselves as Taran.
I connected with his clumsy eagerness to prove his worth, and watching him grow gave the journey real heart. The companions he meets—Eilonwy, Fflewddur Fflam, and Gurgi—bring warmth and humor, showing that bravery isn’t about perfection but about loyalty and sacrifice.
Lloyd Alexander’s world of Prydain felt alive with magic, danger, and wonder. It made me believe that even ordinary people could rise to do extraordinary things.
Since The Book of Three was first published in 1964, young readers have been enthralled by the adventures of Taran the Assistant Pig-keeper and his quest to become a hero. Taran is joined by an engaging cast of characters that includes Eilonwy, the strong-willed and sharp-tongued princess; Fflewddur Fflam, the hyperbole-prone bard; the ever-faithful Gurgi; and the curmudgeonly Doli--all of whom become involved in an epic struggle between good and evil that shapes the fate of the legendary land of Prydain.
Released over a period of five years, Lloyd Alexander's beautifully written tales not only captured children's imaginations but also…
As a wannabe rockstar studying philosophy and mathematics, never in my wildest nightmare did I imagine I would one day earn a living traveling the world, helping corporate managers become better bosses. But in unexpected ways, all the different strands of my interests and passions have woven together into a work-life well lived, with over two decades of experience and contemplation distilled down into this book I have co-written with my friend and business partner, Bjorn Billhardt, CEO of Abilitie.
This book is so many things at once. It’s a history of management education. It’s a damning indictment of the consulting world. It’s an acerbic memoir of life as a consultant that had me laughing out loud.
But what resonated most with me is that it’s also a profound and rigorous argument for why business schools are not the right place to learn about management and that the traditional liberal arts give you more skills and mental models for assuming responsibility for leading an organization.
Fresh from Oxford with a degree in philosophy and no particular interest in business, Matthew Stewart might not have seemed a likely candidate to become a consultant. But soon he was telling veteran managers how to run their companies.
In narrating his own ill-fated (and often hilarious) odyssey at a top-tier firm, Stewart turns the consultant's merciless, penetrating eye on the management industry itself. The Management Myth offers an insightful romp through the entire history of thinking about management, a withering critique of pseudoscience in management theory, and a clear explanation of why the MBA usually amounts to so…
Coyote weather is the feral, hungry season, drought-stricken, and ready to catch fire. It’s 1967, and the American culture is violently remaking itself while the country is forcibly sending its young men to fight in a deeply unpopular war.
Jerry has stubbornly made no plans for the future because he…
As a wannabe rockstar studying philosophy and mathematics, never in my wildest nightmare did I imagine I would one day earn a living traveling the world, helping corporate managers become better bosses. But in unexpected ways, all the different strands of my interests and passions have woven together into a work-life well lived, with over two decades of experience and contemplation distilled down into this book I have co-written with my friend and business partner, Bjorn Billhardt, CEO of Abilitie.
For decades, I was unsatisfied with the definitions of “leadership” I would read. For one thing, they failed to account for why we need the term “leader” when the more humdrum “manager” would do just fine. To me, the word "leader" will always be linked to 20th-century fascism, so I'm reluctant to use the word casually. Additionally, many conventional definitions of leadership are just laundry lists of virtuous behavior we’d really like to see in anyone, not just “leaders.”
At the same time, I was fascinated with game theory. This book brought those two strands, leadership and game theory, together.
Miller opened my eyes to the fact that there was something that could be called “leadership” that helped explain a nagging puzzle in game theory, namely how we are able to overcome social dilemmas and cooperate with each other, even in the absence of brute incentive systems provided by “mere”…
In organisation theory a schism has developed between the traditional organisational behaviour literature, based in psychology, sociology and political science, and the more analytically rigorous field of organisational economics. The former stresses the importance of managerial leadership and cooperation among employees, while the latter focuses on the engineering of incentive systems that will induce efficiency and profitability, by rewarding worker self-interest. In this innovative book, Gary Miller bridges the gap between these literatures. He demonstrates that it is impossible to design an incentive system based on self-interest that will effectively discipline all subordinates and superiors and obviate or overcome the…
I am passionate about helping people have the kinds of opportunities they want to have in their careers. I coach, teach, speak and write on how to do exactly that. The secret – it almost always involves getting out of your comfort zone, doing something that is a bit scary to you and that shakes your confidence a bit. However, you never want to be sitting alone trying to achieve something all by yourself. It takes a village to succeed. The art comes in knowing how to ask, getting over your fear of being vulnerable, building trust, knowing how to persuade each person you need, and much more. This is my life’s work.
To do more and to lead a team of experts, conflict is necessary to get a great outcome. Some people are comfortable with conflict, some are not. Either way, as a leader, you need a toolkit on what to do and not to do to de-escalate tension and develop healthy debate. This book is the best toolkit I know.
A practical resource, this book combines tips, checklists, exercises, and stories to outline concrete processes that improve the way leaders, managers, and anyone within an organization responds to conflict. Beginning with a series of questions and self-diagnostics, the authors show you how to: maintain emotional balance in the face of conflict; implement constructive communications techniques; help others deal with conflicts that are causing organization problems; establish norms for handling conflict; use specific approaches for addressing conflict more effectively. "A must-have guidebook for the new age of global business. This book shows every leader how to turn feelings of fear into…
I am the creator of Motivational Maps, a diagnostic tool that describes, measures, and monitors motivation, and which is used by over 1,400 coaches and consultants in 16 countries. The tool is available in 12 languages, including Mandarin.
Over 30 years, I have trained and coached thousands of people from well over two hundred organizations. As a result of this, I have written 5 books, the Mapping Motivation series, on motivation for one of the world’s top academic publishers, Routledge, and a sixth one is scheduled for 2026. I have a First-Class Honours degree and a postgraduate Diploma in Management Studies (with Distinction).
John Adair was an ex-military guy who wrote brilliantly on leadership and time management, and this book is no exception: understanding what motivates people is crucial for leaders, and in Leadership and Motivation, John Adair re-frames the topic in terms of his Action-Centred Leadership model.
His insights are anchored in the Fifty-Fifty Rule, which asserts that half of an individual’s motivation comes from within, and half from their environment, particularly the leadership they experience.
The book’s core is Adair’s Eight Key Principles for motivating others, including: be self-motivated; recruit self-motivated individuals; treat people as individuals; set achievable challenges; recognise progress as motivating; create a motivating workplace; ensure fair rewards; and offer recognition.
John Adair has transformed our understanding of how leadership works with his pioneering book Not Bosses But Leaders. Here he explores the nature of motivation, individual needs and how they relate to the key tasks facing leaders and managers - good, positive motivation can create, maintain and improve the performance of any team. In Leadership and Motivation John Adair also puts forward his own theory of motivation - the fifty-fifty rule - and then identifies the eight key principles for motivating others. Motivation increases efficiency and productivity - and makes reaching targets more likely. Leadership and Motivation will stimulate your…
Homeless following the death of his adoptive parents in a car crash and the subsequent loss of their farm tenancy, Seb decides to enrol as a residential student at the Asklepios Foundation, a College of Natural Medicine, boasting a sanctuary modelled on an ancient Greek healing temple. Spending a night…
From a young age, I was captivated by art, music, film, and literature—constantly craving more from these creative mediums. Growing up in a lower-income, working-class home, I was surrounded by blue-collar workers, many of whom couldn’t attend college due to financial limitations. I learned early on that the richest education comes not just from books but from the stories of others and the world around us. Always feeling I had my own story to tell, I transitioned from steel worker to talent agent in Hollywood. But despite my success promoting others, something was missing—my own narrative. After a tragic loss, I reevaluated my path and chose to become a psychotherapist and author.
This book helped me shift from focusing solely on doing whatever it takes to succeed to recognizing the importance of integrity in achieving success.
It reminded me to approach my work with passion, dedication, and a strong sense of integrity. It taught me that when I do what I love, I’ll love what I do. Furthermore, it reinforced the idea that instead of just selling the sizzle, I must deliver exceptional results and consistently exceed client expectations.
Harvey Mackay, author of "Swim With the Sharks Without Being Eaten Alive", believes that, to succeed in business, you should always do what you love, love what you do and deliver more than you promise. This book contains 85 "lessons" in the form of specific advice and personal anecdotes. The themes covered include getting started, working your way up, running the show, long-term sales careers, keeping out of trouble and relationships with the people you work for.
I’ve spent many years as a management consultant to a range of big, global corporations, smaller companies, and not-for-profits. I also headed up succession planning and management development at two major companies. I decided to go into this field based on a strong conviction, a conviction that continues today: that leadership counts. Strong leaders benefit people in their organizations and, ultimately, society itself. Having worked with many senior leaders and led organizations myself, I know the range of pressures executives face and how easy it is to fail. Companies need a supply of capable, well-equipped senior leaders, and those who aspire to top-level positions need guideposts about achieving their career aspirations.
Bennis and Tichy are giants in the development of management thought and practice. Their book makes a fundamental point. You can have all the skills and experience in the world, but if you can’t display sound judgment on the big decisions, you ultimately won’t succeed.
What I find most useful about this book is the way they encourage the senior leader to start by framing an issue or decision and then using that framing to create the best decision-making process as well as bring in the right people to contribute.
“With good judgment, little else matters. Without it, nothing else matters.”
Whether we’re talking about United States presidents, CEOs, Major League coaches, or wartime generals, leaders are remembered for their best and worst judgment calls. In the face of ambiguity, uncertainty, and conflicting demands, the quality of a leader’s judgment determines the fate of the entire organization. That’s why judgment is the essence of leadership.
Yet despite its importance, judgment has always been a fairly murky concept. The leadership literature has been conspicuously quiet on what, exactly, defines it. Does judgment differ from common sense or gut instinct? Is it…
I found myself leading a newsroom in my mid-20s. No one took me aside and told me how to lead a group of ambitious reporters, most of whom were half-again my age. Maybe that’s the same for you. There are lots of leadership books, and it’s easy to go astray (A fellow editor quoted Machiavelli a lot; it didn’t work out well for him). Instead, I found good guidance in authors who advised me to be authentic, think differently, and lead with compassion. Many years have since passed, and I’ve had the privilege to lead great teams and mentor many young leaders. We always start with being more human.
What does mountaineering have to do with leadership? Far more than you might think.
Alison Levine extrapolates her experiences leading the first all-women team to attempt to summit Mt. Everest into clear lessons that, if you grasp them early, will turn you into an expedition leader at work. The book wraps great leadership advice in a compelling adventure story (Do they make it to the summit?), told with Alison’s signature wit.
It’s a quick and enjoyable read and a great start to your leadership library.
Alison Levine is a high altitude mountaineer and polar explorer. Born with a heart-condition that has resulted in three separate surgical procedures, she is one of those rare people who confront life head-up. The result is this book, which details her experiences scaling the world's tallest mountain peaks to hiking across the frozen climes of the North and South Poles.
When not out on the trail, she teaches leadership skills to West Point cadets, and is also the leading motivational speaker for Keppler's, one of the nation's top speakers' bureaus. She did more than 100 major corporate events last year…
Marriage and Fatherhood in the Nazi SS
by
Amy Carney,
When I was writing this book, several of my friends jokingly called it the Nazi baby book, with one insisting it would make a great title. Nazi Babies – admittedly, that is a catchy title, but that’s not exactly what my book is about. SS babies would be slightly more…
I was born into a family and community of hardworking, service-oriented people with attraction to abundance, entertaining friends, and giving gifts. To earn money, I started selling gift wrap and greeting cards around eight years old, babysitting most of the kids in my small Iowa town at some point, and working summers in the fields at age 12.
As my career unfolded, I had a great seat at the table in multinational corporations, global business teams, private-equity-sponsored growth companies, and a disruptive innovation venture. My effectiveness as a colleague and a leader has been dramatically enhanced by the stories great writers share, and I only hope someone else is helped by the stories I’ve captured in Love Works.
This book has been a go-to for years, as I really appreciate Simon’s guidance to ALWAYS clarify the mission and purpose of any organization before digging deeper into the strategies and action plans to advance the mission.
All too often, my bias for action had driven me to jump into the work of creation and delivery. If every single player on the field with me wasn’t 100% bought into the game we were playing, why we were there, and where we wanted to be in the future, we wasted precious time and resources.
Simon Sinek taught me to pause and bring great intention to the enrollment in the mission of any venture. I also appreciate his insights into the stretch zone where people are most effective driving change. We don’t want to be cozy or panicked at work, but stretched in pursuit of meaningful change, and always better together.
