"Kouzes and Posner have found a way to communicate the importance of hope and offer practical ways of keeping it alive.''--from the foreword by Tom Peters "A much needed human approach to leadership, finally focusing on issues that really matterhonesty, sensitivity to diversity, and the need for community.''--Ken Blanchard, author, The One Minute Manager "Leadership is personal. It's not about the corporation, the community, or the country. It's about you. If people don't believe in the messenger, they won't believe the message. If people don't believe in you, they won't believe in what you say. And if it's about you, then it's about your beliefs, your values, your principles." from Credibility In this best-selling book, Kouzes and Posner (authors of The Leadership Challenge), explain why leadership is above all a relationship, with credibility as the cornerstone. They provide rich examples of real managers in action and reveal the six key disciplines and related practices that strengthen a leader's capacity for developing and sustaining credibility. Kouzes and Posner show how leaders can encourage greater initiative, risk-taking, and productivity by demonstrating trust in employees and resolving conflicts on the basis of principles, not positions. This all new-edition--the first full revision of the book since its first edition in 1993--will feature all-new case studies from around the world, full updated data and research, and a streamlined format. What makes this book a special favorite of the authors and practitioners of TLC alike is that it is offers a personal, inspiring, and genuine guide to helping us all understand the fundamental importance of credibility for building personal and organizational success. * From the authors of The Leadership Challenge--the book that has sold more than 1.6 million copies. * Filled with rich, global examples and stories of real managers in action. * Reveals the six key disciplines and related practices that strengthen a leader's capacity for development and sustaining credibility.