Here are 100 books that Time's Now for Women Healthcare Leaders fans have personally recommended if you like
Time's Now for Women Healthcare Leaders.
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I am a physician with over 30 years as a healthcare executive recruiter and consultant. I have been responsible for launching the careers of future leaders—many are women who have defied the odds to become senior executives In every area of healthcare. Lessons Learned: Stories from Women Physician Leadersis actually the third iteration of a project that has followed the careers of women physician leaders over almost 3 decades. In the version, 33 women share the lessons they have learned along the way.
I love this book because one of the biggest barriers to pay equity for working women (from entry-level to CEO) is the fact that so many of us are uncomfortable negotiating for ourselves. The authors’ step-by-step guide can be used not only in our professional, but also our personal lives.
In their groundbreaking book, Women Don’t Ask, Linda Babcock and Sara Laschever uncovered a startling fact: even women who negotiate brilliantly on behalf of others often falter when it comes to asking for themselves. Now they’ve developed the action plan that women all over the country requested—a guide to negotiation that starts before you get to the bargaining table.
Ask for Itexplains why it’s essential to ask(men do it all the time) and teaches you how to ask effectively, in ways that feel comfortable to you as a woman. Whether you currently avoid negotiating like the plague or consider yourself…
I am a physician with over 30 years as a healthcare executive recruiter and consultant. I have been responsible for launching the careers of future leaders—many are women who have defied the odds to become senior executives In every area of healthcare. Lessons Learned: Stories from Women Physician Leadersis actually the third iteration of a project that has followed the careers of women physician leaders over almost 3 decades. In the version, 33 women share the lessons they have learned along the way.
Despite the fact that women make up more than half of workers in this country, they still are underrepresented in leadership roles. One of the reasons is gender bias that sees a good leader as having so-called “male” attributes. I like this book because after carefully studying the issue for 5 years, the authors describe a new model called Centered Leadership which is not only suited to women, but is positive for organizational health. I especially like the fact that the book is filled with anecdotes from women with strong leadership experience in a variety of disciplines.
The Remarkable discoveries about what drives and sustains successful women leaders.
Based on five years of proprietary research, How Remarkable Women Lead speaks to you as no other book has, with its hopeful outlook and unique ideas about success. It's the new "right stuff" of leadership, raising provocative issues such as whether feminine leadership traits (for women and men) are better suited for our fast-changing, hyper-competitive, and increasingly complex world.
The authors, McKinsey & Company consultants Joanna Barsh and Susie Cranston, establish the links between joy, happiness, and distinctive performance with the groundbreaking model of Centered Leadership.
I am a physician with over 30 years as a healthcare executive recruiter and consultant. I have been responsible for launching the careers of future leaders—many are women who have defied the odds to become senior executives In every area of healthcare. Lessons Learned: Stories from Women Physician Leadersis actually the third iteration of a project that has followed the careers of women physician leaders over almost 3 decades. In the version, 33 women share the lessons they have learned along the way.
While some of the ideas in this book may seem dated (e.g. women sometimes should let the boss believe that their ideas are his to get them implemented), I still like the overall advice to women who aspire to leadership roles. For example, despite old stereotypes, being assertive and showing confidence are every bit as acceptable traits in female as in male leaders. Just as with some of my other book recommendations, the authors use real-life examples to make their points which I think is very effective.
The bestselling guide fully updated for the post-Lean In era
For nearly two decades, Hardball for Women has shown women how to get ahead in the business world. Whether the arena is a law firm, a medical group, a tech company, or any other work environment, Hardball for Women decodes male business culture and shows women how to break patterns of behavior that put them at a disadvantage. It explains how to get results when you "lean in" without being thrown off balance. Illustrated with real-life examples Hardball for Women teaches women how to:
Successfully navigate middle management to become…
Throughout my corporate experience, I’ve been frustrated with how access to good career advice has been reserved for the elite few. Careers aren’t always fair—who usually wins? Those with parents with successful corporate or professional careers, who went to an elite school, parents with a degree, and who were not a first generation at university or college, had access to a coach or sponsor, etc. Furthermore, I am still stunned with untrue or half-true advice like “good work speaks for itself” or “be your authentic self”. I like reading evidence-based books and not being lied to by “experts.”
I appreciate authors who do not sugar-coat but give it to you as is, warts and all. Pfeffer is definitely one of those. Candid, insightful, pragmatic—these words come to mind when I think about this book.
It felt like a conversation between two adults instead of someone preaching, selling, or patronizing. I also like the comprehensiveness of the approach, showing the good, the bad, and the ugly. My bias towards evidence- and science-based advice also played a part in picking this book.
If you want to 'change lives, change organizations, change the world,' the Stanford business school's motto, you need power.
Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don't blame the tool for how some people used it.
Rooted firmly in social science research, Pfeffer's 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance.
With 7 Rules of Power, you'll learn, through both numerous examples as…
I’m one of the world’s leading experts on the maximization of talent, who is the author of six books on leadership and talent. I’m also a LinkedIn Top Voice in Leadership and Workplace, and one of the few people who was a guest on The O’Reilly Factor, with Bill O’Reilly, who left the show unscathed.
All too often, managers try to motivate their employees with money and outrageous perks. If that stuff worked, these companies would have a fully engaged workforce. Leadership expert Lisa Earle McLeod tackles the employee engagement crisis by showing leaders how to put workplace meaning front and center. Lisa’s book includes plenty of examples of how to put her words into action. It’s an easy read, with a very important message.
Profit doesn't drive purpose. Purpose drives profit. We made some incorrect assumptions about work and those assumptions are killing us. We allowed a narrative that is solely about earnings to replace what we know to be true about human motivation. Human beings are hardwired to seek purpose, but according to data, most people don't feel a sense of purpose in their work. Work has become a grind, an endless series of tasks that lack meaning. Building upon her bestseller Selling with Noble Purpose, leadership expert Lisa Earle McLeod tackles the employee engagement crisis by showing leaders how to put workplace…
As a consultant, author, and researcher, for several years I have been very passionate about the study of companies that are very successful in the marketplace, but that are also human-oriented. In other words, I am very interested in companies that are profitable, but at the same time, are kind, compassionate, and caring with their main stakeholders. I like that these companies continually aim to foster robust long-term relationships with these stakeholders, and look for win-win agreements with them. What I love about these companies is that they focus on the quantitative aspects of business (e.g., profitability, growth, etc.) but also in its qualitative aspects (empathy, support, gratitude, generosity, etc.).
I really like that this book discusses, in detail, the relationship between acting well in business and being successful. It grabbed my attention that this book thoroughly explores the main reasons that underpin the need for more human-focused organisations, such as: the value of humanised management, the upsurge of disruptive technologies, demographic changes, and others. It is very valuable that this text also provides the reader with very actionable ways to develop more humanised organisations. I found it interesting that various meaningful examples from the public, private, and non-profit sectors are dissected in a thorough manner, accompanied by a myriad of strategies to bring about significant shifts in these sectors.
Featuring a foreword by His Holiness the Dalai Lama.
Despite decades of research and evidence, there is still extreme scepticism that businesses can combine a more humane style of management with superior shareholder returns, or that busy managers can be guided effectively by both their heads and their hearts. Vlatka Hlupic has spent 20 years investigating this paradox, developing an insightful critique of why such strong evidence has had limited impact and providing an alternative, practical approach that any employer can implement in order to overcome the unique challenges faced by their organizations.
A clear correlation exists between companies that…
Everything in nature evolves by trial, error, and success—from fundamental physics, through evolution in biology, to how people learn, think, and decide.
This book presents a way of thinking and realistic knowledge that our formal education shuns. Stepping beyond this ignorance, the book shows how to deal with and even…
Diane Dreher is the author of The Tao of Inner Peace, The Tao of Personal Leadership, and The Tao of Womanhood. She has been fascinated by Eastern philosophy since her childhood in the Philippine Islands. In addition to her doctoral degree in English from UCLA and master’s in counseling from Santa Clara University, she has studied Taoism, trained in aikido, and become a reiki master. She enjoys applying the lessons of Tao in her teaching, consulting, and international coaching practice.
John Heider’s book takes the wisdom of Tao into the world of leadership, offering timeless wisdom and practical advice for leaders. Readers will learn about the power of presence in relationships, as well as how to pay attention, trust the process, and stay centered in the midst of challenge and conflict to become more effective and inspiring leaders.
You can't lead without this classic, updated and in its 2nd edition.This bestselling masterpiece of practical philosophy will guide you to enhanced interpersonal relationships and the cultivation of enduring leadership qualities.Heider provides simplest and clearest advice on how to be the very best kind of leader: be faithful, trust the process, pay attention, and inspireothers to become their own leaders. The Tao of Leadership is a blend of practical insight and profound wisdom, offering inspiration and advice.Often used as a Management/Leadership training text by many Fortune 500 corporations, IBM, Mitsubishi, Prudential, GE, Intel, Converse, the Israeli Intelligence Corps, and more.
I'm an executive coach, adjunct faculty at several top-tier business schools, and run a boutique firm consulting firm focused on organizational strategy solutions. My diverse and eclectic background in mergers & acquisitions, organization effectiveness, and strategy execution, coupled with two decades of experience in emerging markets in Asia, the Middle East, and North Africa, helps me grasp challenging people issues. I'm passionate about the topic of leaders as coaches having written several papers and columns. My research, and writing led Penguin to commission my book Coaching: The Secret Code to Uncommon Leadership that, released globally in late 2021 to much acclaim, is recommended by several academics as an essential read for aspiring and experienced managers.
Prof Useem, who teaches leadership at the Wharton School of the University of Pennsylvania, sent me a signed copy of this book through my spouse (a Wharton alum) and I cannot recommend it enough.
He eloquently equates a leader’s job to standing on the cliff edge, getting a grip on unfamiliar landscapes, and acquiring the skills to lead organizations in this constantly evolving, ever-changing business landscape.
I think this book is more relevant than ever given our turbulent times – Prof Useem draws on the experiences of ten bold CEOS to show us how, in a world characterized by unprecedented challenges of global pandemic and economic disruption, leaders need to find the edge for leaping across and breaking new ground on the other side.
An engaging and practical guide to being the ambidextrous leader who constantly propels the organization forward, without letting go of its core.
A leader's job-in a radically changing world-is standing on the cliff edge, getting a grip on unfamiliar landscapes, and acquiring the skills for leading the enterprise into new territory. In a world facing the unprecedented challenges of global pandemic and economic distruption, every leader needs to find the edge for leaping across the breach and breaking new ground on the other side.
Michael Useem provides rare insight into how ten leaders confronted hard realities. He looked close-in at the lide and work of people such as Bill McNabb of Vanguard, Jeffrey Lurie of the Philadelphia Eagles, Alex Gorsky of Johnson…
I’ve experienced good organisations and less so in my working life. Likewise, I've experienced the good and less so of leadership. In leading teams and organisations during my career, I, too, have been an example of both, so I’m passionate about helping leaders grow their capability to ‘avoid the less so’ and lead well, with humanity and greater consciousness, to create workplaces where people flourish and organisations that contribute positively to the future of our world.
In my view, this book is a game-changer. Sinek probably agrees, given that it became a bestseller and has seen him become one of the most influential thinkers on leadership of our time. The Golden Circle—Why, How, What—at the heart of the book flips conventional leadership thinking on its head, getting clear on purpose (the why) rather than starting with the what.
I love the way Sinek brings his thinking and the power of purpose to life with real-world examples, from the Wright brothers, the ‘founders of powered flight,’ through Martin Luther King Jr. to Jobs and Apple.
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…
