Page 316 - The extraordinary leader

292 • Endnotes

9. Flaherty and Drucker, pp. 329–330.
10. Drucker, The Effective Executive, p. 45.
11. 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.
12. “Why Johnny May Learn to Add,” Business Week, December 13, 1999, pp. 108–114.
13. Revans, Reginald W., The Origins and Growth of Action Learning, Studentlitteratur,
Lund, Sweden, 1982.
14. “Siemens: Building a ‘B-School’ in Its Own Back Yard,” Business Week, November 15,
1999, p. 281.

15. Friedman, Stewart D., “Leadership DNA: The Ford Motor Story,” Training & Devel-
opment, ASTD, March 2001, pp. 23–29.
16. Marsick, Victoria J., Lars Turner, Ernie Cederholm, and Tony Pearson, “Action Reflec-
tion Learning,” T&D, August 1992, pp. 63–67.
17. Marquardt, Michael, Action Learning, Davis-Black, Palo Alto, CA, 1999.
18. Garvin, pp. 89–136.
19. de Pree, Max, “Four Pioneers Reflect on Leadership,” Training & Development, July
1998, pp. 41–48.
20. Stewart, Thomas, “Nine Dilemmas Leaders Face,” Fortune, March 18, 1996, pp.
112–113.

21. McCall, Morgan, Jr., Michael Lombardo, and Ann Morrison, The Lessons of Experi-
ence, Lexington Books, New York, 1988.

Chapter 14

This chapter was originally published in the Training and Development Journal under the
title, “The Power of Phase 3”. It is included here with the gracious permission of the Amer-
ican Society of Training and Development.
1. That data is reinforced by the oft-cited 1988 study by Lise. M. Saari, T. R. Johnson,
S. D. McLaughlin, and D. M. Zimmerle, “A Survey of Management Training and
Education Practices in U.S. Companies,” Personnel Psychology, v. 41, Winter 1988,
pp. 731–743, which concluded any form of follow-up was rare.
2. Marshall Goldsmith and Howard Morgan, Strategy Business, January 2005. Issue
36, pp. 71–79.
3. Zenger, John H, David Ulrich, and Norm Smallwood, “The New Leadership Devel-
opment,” Training &Development (ASTD), January 2000, pp. 32–38.