Includes bibliographical references (pages 211-223) and index

Building leadership relationship developing a compact of understanding -- Many sides and levels to the leadership process -- Full range view of leadership development and potential -- Are leaders born versus made? Well, yes -- Viewing leadership at many levels -- If we really need to do it, then what is shared leadership? -- Building the context to embed a transformational leadership system -- Principles at the core of the full range model, which rose to the to over and over -- It's not leadership if it impacts performance directly -- Several strange places to learn about leadership development -- This is the last chapter! the end and then the beginning

Publisher description: People interested in developing their own leadership potential, or the leadership potential of those around them, will find a wealth of knowledge in Full Leadership Development. The author approaches the concept of leadership as a system, not only as a process or a person. His framework is based on what he defines as the full range of leadership: people, timing, resources, the context of interaction, and the expected results in performance and motivation. He contends that when a leadership system is optimized, it in turn optimizes the vital force of each individual, thereby enhancing the collective force of the entire organization. The quality of the relationships among the leaders, their peers, and followers is a source of enrichment for all involved. Bruce J. Avolio models his theory for leadership through his writing style. The author pulls together his experiences and perspectives from all aspects of his life, providing a rich foundation for his theories. He uses personal examples, anecdotes, and cases to communicate his range of experience as a consultant, trainer, and researcher, as well as a traveler, spouse, and parent. The result is a conversational and accessible book that engages the reader with its interactive style