In 1938, Kurt Lewin offered the widely quoted aphorism that there was nothing as good for research as a good theory. In 1974, I added that there was nothing as bad for research as a bad theory. It also needs to be said that along with good theory about leadership we need good practice, and we need to know the difference between good practices and bad practices—the practices that Marvin Dunnette labeled “management fads and folderol.” Conger and Riggio have made a signal contribution with this discriminating collection of good leadership and management practices among the diverse areas of leadership study: at the individual level are represented essays on assessment, competence, innovation, ethics, and proactive influence tactics. At the organizational level are presentations on organizational transitions, strategy and social responsibility, corporate boardroom leadership, crisis management, diversity in organizations, cross-cultural perspectives, team leadership, and doing the right things in the right way. The authors are all well-published contributors to the field.

With an estimated six thousand management and leadership practice books published annually—some grounded in good leadership research, and unfortunately many others not so grounded—it is time to take stock of what we know and what we don’t know about the good, better, and best practices available for selection, development, and organizational improvement.

This book is based on a conference held at the Kravis Leadership Institute at Claremont McKenna College on February 23–25, 2005. It is one of a series of books based on conferences on leadership held since 1999.

Binghamton University

BERNARD M. BASS

DISTINGUISHED PROFESSOR OF MANAGEMENT