Page 313 - The extraordinary leader

Endnotes • 289

Chapter 5

1. Welch, Jack, Jack Straight from the Gut, Warner Business Books, New York, 2001, p. xiv.
2. Zenger, John H., Joseph Folkman, and Scott Edinger, The Inspiring Leader: Unlock-
ing the Secrets of How Extraordinary Leaders Motivate, McGraw-Hill, New York, 2009.
3. Sandholtz, Kurt, “Achieving Your Career Best,” National Business Employment
Weekly, July 11–17, 1999.
4. Dalton, Gene, and Paul Thompson, Novations: Strategies for Career Management,
Scott, Foresman, Glenview, IL, 1986.
5. Sandholtz, July 11–17, 1999.
6. Dalton and Thompson, pp. 218–236.
7. Ibid.

Chapter 6

1. Seligman, Martin, Authentic Happiness, Free Press, New York, 2002, p. 13.
2. Cameron, Kim, Positive Leadership, Berrett-Koehler, San Francisco, pp. 52–53.
3. Kaplan, Robert and Robert Kaiser, “Stop Overdoing Your Strengths, Harvard Business
Review, Feb. 2009, pp. 36–41.
4. Festinger, L. A., The Theory of Cognitive Dissonance, Stanford University Press,
Stanford, CA, 1957.

Chapter 7

1. Galford, Robert, and Anne Seibold Drapeau, The Trusted Leader, Free Press,
New York, 2002.
2. Zenger, John, Joseph Folkman, and Scott Edinger, The Inspiring Leader, McGraw-
Hill, New York, 2009.
3. McCall, M. W., Jr., and M. M. Lombardo, “Off the Track: Why and How Successful
Executives Get Derailed,” Tech Report No. 21, Center for Creative Leadership,
Greensboro, NC, 1983.
4. Higgins, E. Tory, “Regulatory Focus Theory: Implications for the Study of Emotions
at Work,” Organizational Behavior and Human Decision Processes, Special Issue: Affect
at Work, Vol. 86, September 2001, pp. 35–66.
5. Dweck, Carol S., and Ellen L. Leggett, “A Social-Cognitive Approach to Motivation
and Personality,” Psychological Review, Vol. 95, No. 2, 1988, pp. 256–273.