Notes

1. Bernard Bass, Bass and Stogdill’s Handbook of Leadership: Theory, Research and Managerial Application (3rd edition) (New York: The Free Press, 1990), 854.

2. A. A. Huczynski and J. W. Lewis, “An Empirical Study into the Learning Transfer Process in Management Training,” Journal of Management Studies 17 (1980): 227–240.

3. J. C. Norcross, A. C. Ratzkin, and D. Payne, “Ringing in the New Year: The Change Process and Reported Outcomes of Resolutions,” Addictive Behaviors, 14 (1989): 205–212.

4. L. N. Essex and M. E. Kusy, Manager’s Desktop Consultant: Just-in-Time Solutions to the Top People Problems That Keep You Up at Night (Mountain View, CA: Davies-Black Publishing, 2007).

5. Jay Conger, Learning to Lead: The Art of Transforming Managers into Leaders (San Francisco, CA: Jossey-Bass, 1992).

6. D. A. Whetten and K. S. Cameron, Developing Management Skills (8th edition) (Upper Saddle River, New Jersey: Prentice Hall, 2010).

7. Marcus Buckingham and Curt Coffman, First Break All the Rules: What the World’s Greatest Managers Do Differently (New York: Simon & Schuster, 1999).

8. Bruce J. Avolio and Fred Luthans, The High Impact Leader (New York: McGraw Hill, 2006).

9. Mitchell Kusy and Elizabeth Holloway, Toxic Workplace: Managing Toxic Personalities and Their Systems of Power (San Francisco, CA: Jossey-Bass, 2009).

10. K. Kelloway, J. Barling, E. Kelley, J. Comtois, and B. Gatien, “Remote Transformational Leadership,” Leadership and Organization Development Journal 24 (2003): 163–171.

11. Bernard Bass, Leadership and Performance Beyond Expectations (New York: The Free Press, 1985), 71.

12. Buckingham and Coffman.

13. Bernard Bass and Bruce Avolio, Improving Organization Effectiveness Through Transformational Leadership (Thousand Oaks, CA: Sage, 1994).

14. B. Clarke and R. Crossland, The Leader’s Voice: How Your Communication Can Inspire Action and Get Results! (New York: Select Books, 2002), 6.

15. M. W. McCall, M. M. Lombardo, and A. M. Morrison, The Lessons of Experience: How Successful Executives Develop on the Job (Lexington, MA: Lexington Books, 1988).

16. D. Giber, L. Carter, and M. Goldsmith, Linkage Inc.’s Best Practices in Leadership Development Handbook (San Francisco, CA: Jossey-Bass, 2000).

17. Jack Mezirow and Associates, Learning as Transformation: Critical Perspectives on a Theory in Progress (San Francisco, CA: Jossey-Bess, 2000).

18. Stephen Brookfield, Understanding and Facilitating Adult Learning (San Francisco, CA: Jossey-Bass, 1986).

19. Bruce Avolio, Leadership Development in Balance: Made/Born (Mahwah, NJ: Lawrence Earlbaum Associates, 2005).

20. Marcy Shankman and Scott Allen, Emotionally Intelligent Leadership: A Guide for College Students (San Francisco, CA: Jossey-Bass, 2008), 12.

21. Ronald Heifetz and Martin Linsky, Leadership on the Line: Staying Alive Through the Dangers of Leading (Cambridge, MA: Harvard Business Press, 2002), 51.

22. Daniel Goleman, Emotional Intelligence: Why It Can Matter More Than IQ (New York: Bantam Books, 1995).

23. Giber, Carter, and Goldsmith.

24. Mitchell Kusy and Elizabeth Holloway, Toxic Workplace: Managing Toxic Personalities and Their Systems of Power (San Francisco, CA: Jossey-Bass, 2009).

25. R. Moxley and P. O’Conner-Wilson, The Center for Creative Leadership Handbook of Leadership Development, eds. C. McCauley, R. Moxley, and E. Van Velsor (San Francisco, CA: Jossey-Bass, 1998).

26. Ibid.

27. M. Kusy and L. Essex, Breaking the Code of Silence: Prominent Leaders Reveal How They Rebounded from Seven Critical Mistakes (Lanham, MD: Taylor Trade Publishing, 2005).