EVALUATING TRAINING PROGRAMS
by Donald Kirkpatrick

A comprehensive step-by-step guide to evaluating training programs-from the creator of the "Kirkpatrick Model," the most widely used approach for evaluating training programs in industry, business, government, and academic institutions. Since its creation in 1959, Donald Kirkpatrick's four-level model for evaluating training programs has become the most widely used approach to training evaluation in the corporate, government, and academic worlds. This new edition includes revisions and updates of the existing material, plus new case studies that show the four-level model in action.

RESULTS-BASED
by David Ulrich Jack Zenger and Norman Smallwood

The authors--a university professor and two heads of consulting firms--divide leadership priorities into four areas: employees, organization, customers, and investors. A company head generally has to focus on one responsibility over the other three, but can't get away with ignoring any of them for very long. They explain each of these four priorities in depth--noting, for example, that keeping employees committed and productive means "mass customizing" the workplace to fit individual employees' needs while keeping everyone working toward the same goal

ORGANIZATIONAL CULTURE AND LEADERSHIP
by Edgar Schein

Refreshed with new research and new case examples, the second edition of the 1985 work defining organizational culture expands on the concept and its application to the dilemmas of corporate management. Despite its being hard to define, analyze, measure, and manage, the concept continues to attract attention for the light it sheds on the workplace (Book News, Inc)

THE LEADERSHIP CHALLENGE
by Jim Kouzes & Barry Posner

One of the essentials in values-based leadership. Authors present 5 major areas for leaders to master. Of particular value are the many sections, strategies and examples of how exceptional leaders enable others to act.

THE DANCE OF CHANGE
by Peter Senge

The challenges to sustaining momentum in learning organizations. Working from a limits to growth model, Senge and colleagues present 10 major challenges to sustaining profound change in organizations. The book is replete with pragmatic examples and suggestions to overcoming barriers to change.

ON ORGANIZATIONAL LEARNING
by Chris Argyris

This book is essential for anyone who needs to understand how organizations work, evolve and learn. In this new edition, Argyris discusses vital topics of current management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning. The book addresses the key issues of organizational learning and Action Science; organizational effectiveness and what inhibits it; organizational development and human resource activities; and usable knowledge and how it is inhibited. (Editorial review)

REFLECTIONS ON LEADERSHIP
by Larry Spears and Max Depree

Spears encourages managers to act as facilitators and coaches who empower employees and lead by example, rather than beating them over the head with programs and inflexible demands. In the final judgement as a leader, Greenleaf asks us to ask ourselves if those whom we serve become healthier, wealthier, wiser, more autonomous and more likely to become leaders themselves.

FLIGHT OF THE BUFFALO
by James Belasco and Ralph Stayer

The authors offer pragmatic advice on how to let employees, rather than the CEO, lead the organization. While threatening to some, the gist of the book is that all too often, we as leaders and managers do for rather than with employees. The net result is one of disempowerment where quite the opposite is intended. This book offers solid strategies on empowering employees rather than rescuing them.

LEADERSHIP IS AN ART
by Max DePree

This revolutionary and thoughtful book offers an innovative style of business leadership for the 1990s--a humanistic approach that is apparently responsible for the remarkable success of some of North America's most admired and best-managed companies. The author focuses on the need for covenantal relationships within organizations where people are bound to one another and enabled to meet corporate needs through meeting the needs of one another.

HEALING THE WOUNDS
by David Noer

As the bi-line suggests: "Overcoming the Trauma of Layoffs and Revitalizing Downsized Organizations," Noer's book draws an interesting parallel to survivors of other forms of trauma. Noer goes on to develop and present a four-phase approach to facilitating healing and change in the workplace.