An evidence-based book demonstrating the performance benefits of relational leadership. In this captivating and engaging read, Buckingham and Coffman show how good leadership taps individual identity, is relational, and demands accountability.

In this expanded dialogue about the 12 elements of great managing, as identified in “First, Break all the Rules”; authors Wagner and Harter bring each element to life through shop-floor stories interwoven with Gallup’s foundational research that provides the elements’ psychological underpinning.

Transference of positive emotions (resonance) drives organizations to higher performance, conflicting emotions drive dissonance and limit performance according to authors Goleman, Boyatzis, and McKee; thus, leadership is far more relational than transactional they tell us.

Trust may be the missing ingredient for the relational management model to succeed, but Trust (confidence + credibility) is an outcome, not an input. To get a Trust outcome requires the right inputs and in this book, Stephen M. R. Covey, tells us what trust means as well as provides plenty of examples of how important trust is when it comes to delivering business performance.

In this example filled guide to crucial confrontations – those times when holding someone accountable is critical to what is important to you – the authors present a relational model for what to do as you become aware of a gap between your expectations and what has or is happening in the specific situation.

If you believe that money is the prime motivator of exceptional performance, you may want to spend a few quiet hours with this easy-to-read, how-to manual for getting to the heart of individual performance. This book is recommended for anyone wanting to learn a foundational process for relational leadership.

Reflecting common sense, as well as a sense of humor, Chester delivers means and methods to address front-line worker’s all important relational needs for purpose, identity, and accountability.