Abstract
In the endless avalanche of self-help books on leadership managers will find recommendations for how to become a leader, behave like a leader, train other leaders, be a pack leader, a change leader, a mentor leader, a Zen leader, a tribal leader, a platoon leader, an introverted leader or a triple-crown leader. The popular press offers us a myriad of case histories, countless studies of leaders from Steve Jobs to the captain of the “best damned ship in the US Navy,” which showcase an example of success, formulate a set of principles based on it and prescribe those practices for leaders everywhere. None of the books I’ve seen, however, takes the next step and describes how managers who adopted the recommended practices fared as compared with their competitors who did not.
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