Ebook HBR’s 10 Must Reads On Leadership Vol.2 by Harvard Business Review

Chapter 1: “What Sets Successful CEOs Apart” by Elena Lytkina Botelho, Kim Rosenkoetter Powell, and Stephen Kincaid

This chapter explores the key traits and behaviors that distinguish successful CEOs from their less successful counterparts. The authors conducted a comprehensive study of over 2,600 CEOs and identified four essential behaviors that contribute to their success: deciding with speed and conviction, engaging for impact, adapting proactively, and delivering consistently. The chapter provides insights into each behavior and offers practical advice for leaders looking to enhance their effectiveness.

Chapter 2: “Harnessing the Science of Persuasion” by Robert B. Cialdini

In this chapter, Cialdini discusses the principles of persuasion and how leaders can effectively influence others. He presents six scientifically proven principles of persuasion: reciprocity, scarcity, authority, consistency, liking, and consensus. The chapter explains each principle in detail and offers real-world examples and strategies for applying them in leadership and influencing situations.

Chapter 3: “What Makes an Effective Executive” by Peter F. Drucker

Peter F. Drucker, a renowned management thinker, presents his insights on what makes an effective executive. He argues that effective executives focus on opportunities rather than problems, make effective decisions, and take responsibility for their actions. Drucker emphasizes the importance of time management, building on strengths rather than weaknesses, and making sure that the organization’s mission aligns with personal values.

Chapter 4: “The Authenticity Paradox” by Herminia Ibarra

Herminia Ibarra challenges the common notion of authenticity in leadership and explores the authenticity paradox. She argues that leaders often need to experiment with new behaviors and adapt their styles to meet the demands of different situations, which may feel inauthentic at first. Ibarra suggests that leaders should focus on developing a “multi-faceted” authenticity by experimenting, learning, and growing.

Chapter 5: “What Leaders Really Do” by John P. Kotter

In this chapter, John P. Kotter explores the distinction between management and leadership. He argues that leadership is not solely about providing vision and inspiration, but also about creating a sense of urgency, aligning people, and facilitating change. Kotter provides a comprehensive framework that outlines the various activities and responsibilities of effective leaders.

Chapter 6: “Cognitive Biases: A Leader’s Guide” by Jennifer Riel and Roger L. Martin

Riel and Martin delve into the topic of cognitive biases and their impact on decision-making. They highlight common biases such as confirmation bias, overconfidence, and sunk-cost fallacy, and explain how these biases can hinder effective leadership. The chapter offers strategies for leaders to recognize and mitigate cognitive biases, enabling them to make more objective and rational decisions.

Chapter 7: “Managing Oneself” by Peter F. Drucker

Peter F. Drucker’s second contribution to the volume focuses on the importance of self-awareness and self-management for effective leadership. He argues that individuals must understand their strengths, weaknesses, and values in order to make the most of their abilities. Drucker provides practical advice for assessing one’s strengths and weaknesses, as well as strategies for personal development and career success.

Chapter 8: “The Work of Leadership” by Ronald A. Heifetz and Donald L. Laurie

In this chapter, Heifetz and Laurie differentiate between the “work of leadership” and the “work of management.” They argue that leadership involves challenging the status quo, mobilizing people to tackle adaptive challenges, and facilitating change. The authors provide insights into the complexities of leadership and offer guidance on how leaders can navigate through challenging situations.

Chapter 9: “Why Should Anyone Be Led by You?” by Robert Goffee and Gareth Jones

Goffee and

Jones explore the concept of authentic leadership and what it takes to inspire and motivate others to follow. They suggest that leaders must display authenticity, which includes showing vulnerability, demonstrating a strong identity, and creating a sense of purpose. The chapter offers practical advice for leaders to enhance their authenticity and build strong connections with their teams.

Chapter 10: “Crucibles of Leadership” by Warren G. Bennis and Robert J. Thomas

The final chapter examines the concept of crucibles—challenging and transformative experiences that shape leaders. Bennis and Thomas argue that these crucibles often lead to personal growth, self-awareness, and the development of leadership capabilities. The chapter provides examples of different types of crucibles and highlights the importance of embracing and learning from these experiences.

Overall, “HBR’s 10 Must Reads On Leadership Vol.2” offers a diverse range of perspectives on leadership, covering topics such as effective decision-making, persuasion, authenticity, self-management, and adaptive leadership. The chapters provide valuable insights and practical strategies for leaders at all levels to enhance their leadership skills and drive organizational success.