A roadmap for running a lab—and developing the leadership skills you didn’t know you needed.

As a graduate student and postdoctoral researcher, chemist Jen Heemstra learned how to collect data, write papers, and give talks to other scientists. But when, just a few years into her first job as a principal investigator, conflict broke out in the lab, she realized there was one skill she hadn’t learned: leadership.

Labwork to Leadership is the book that every PI needs. Drawing on her decades of experience—including plenty of trial and error—as well as research from psychology and business management, Heemstra nimbly guides readers through the essentials of scientific leadership. From fostering an inclusive lab environment to setting effective goals and learning to give and receive feedback graciously, she uncovers the curriculum successful PIs must follow to motivate lab members, communicate key values, and inspire confidence.

With candor and humility, Labwork to Leadership demystifies the critical leadership skills that too many universities fail to teach. And it shows how teaching scientists to lead can boost productivity, spur innovation, and, above all, help research teams rediscover the joy of science.

Leadership and Values provides new material in two key areas. First, it is an in-depth study of the organization and administration of large-scale Chinese enterprises, with considerable detail on Chinese behavior in such settings. Second, the author constructs from the Chinese data a framework for the cross-cultural analysis of large-scale organizations. This framework identifies key variables that, when considered systematically, permit a clearer understanding of the role of cultural factors in organizational behavior and design.

The data for this study were gathered by participant-observer techniques at firms in Taiwan, and many of the findings are assumed to apply in large part to behavioral patterns on the mainland and in other areas of Chinese culture.

In presidential election years the leadership qualities of occupants of the Oval Office become yardsticks for aspiring candidates. What profile of qualities, both positive and negative, helps explain the performance of chief executives? In this book about the White House, nine eminent political scientists and historians present their assessments of the leadership styles and organizational talents of presidents from Franklin D. Roosevelt to Ronald Reagan. Filled with anecdote and insight, this is an unprecedented opportunity to observe how the running of the office of President has been changed, subtly and not so subtly, by the management and personal styles of the various incumbents within their historical contexts.

The book vividly depicts each president. There is Roosevelt, “a real artist in government”; Truman, a strong executive who always managed to appear weak; Eisenhower, who cultivated the image of being “above the fray” of politics but was actually fully occupied with getting political results; Kennedy, who successfully projected the symbolic grandeur of his office; Johnson, a figure from classical tragedy; Nixon, who preferred a corporate to a political mode of operation; Ford, who placed healing the nation’s wounds from Vietnam and Watergate above his personal political future; Carter, whose fall was as stunning as his rise was meteoric. The chapter on Reagan is an impassioned encomium of the president as a folk philosopher that is bound to be controversial.

These accounts of leadership by modern presidents are acute studies of how the presidency has become the first among equals in our tripartite system of government. This book will be important to political scientists, historians, and government officials, and the liveliness of its presentation and the quotidian impact of the men it describes will make it attractive to everyone interested in how we are governed and who is doing the governing.

The economy uncertain, education in decline, cities under siege, crime and poverty spiraling upward, international relations roiling: we look to leaders for solutions, and when they don’t deliver, we simply add their failure to our list of woes. In doing do, we do them and ourselves a grave disservice. We are indeed facing an unprecedented crisis of leadership, Ronald Heifetz avows, but it stems as much from our demands and expectations as from any leader’s inability to meet them. His book gets at both of these problems, offering a practical approach to leadership for those who lead as well as those who look to them for answers. Fitting the theory and practice of leadership to our extraordinary times, the book promotes a new social contract, a revitalization of our civic life just when we most need it.

Drawing on a dozen years of research among managers, officers, and politicians in the public realm and the private sector, among the nonprofits, and in teaching, Heifetz presents clear, concrete prescriptions for anyone who needs to take the lead in almost any situation, under almost any organizational conditions, no matter who is in charge, His strategy applies not only to people at the top but also to those who must lead without authority—activists as well as presidents, managers as well as workers on the front line.

An exploration of how plant behavior and adaptation offer valuable insights for human thriving.

We know that plants are important. They maintain the atmosphere by absorbing carbon dioxide and producing oxygen. They nourish other living organisms and supply psychological benefits to humans as well, improving our moods and beautifying the landscape around us. But plants don’t just passively provide. They also take action.

Beronda L. Montgomery explores the vigorous, creative lives of organisms often treated as static and predictable. In fact, plants are masters of adaptation. They “know” what and who they are, and they use this knowledge to make a way in the world. Plants experience a kind of sensation that does not require eyes or ears. They distinguish kin, friend, and foe, and they are able to respond to ecological competition despite lacking the capacity of fight-or-flight. Plants are even capable of transformative behaviors that allow them to maximize their chances of survival in a dynamic and sometimes unfriendly environment.

Lessons from Plants enters into the depth of botanic experience and shows how we might improve human society by better appreciating not just what plants give us but also how they achieve their own purposes. What would it mean to learn from these organisms, to become more aware of our environments and to adapt to our own worlds by calling on perception and awareness? Montgomery’s meditative study puts before us a question with the power to reframe the way we live: What would a plant do?