The Second Edition takes advantage of the updated support for the full range model of leadership by incorporating lessons learned that can help facilitate, if not accelerate the development of exemplary leadership. Examples are included throughout the book with short stories to support them, to highlight how the actual full range model comes to life in the many real worlds that leaders are operating in around the globe.

Preface
1. Validation
Some Things Worth Repeating and Reflecting On
A Short Exercise
2. Relationships
Some Things Worth Repeating and Reflecting On
A Short Exercise
3. Interconnected
Some Things Worth Repeating
A Short Exercise
4. Levels
Some Things Worth Repeating
A Short Exercise
5. Adaptive Conflict
Some Things Worth Repeating
A Short Exercise
6. Full Range Leadership
Some Things Worth Repeating
A Short Exercise
7. Born
Some Things Worth Repeating
A Short Exercise
8. Co-Created Leadership
Some Things Worth Repeating
A Short Exercise
9. Shared Leadership
Some Things Worth Repeating
A Short Exercise
10. Transformational Leadership Systems
Some Things Worth Repeating
A Short Exercise
11. Core Principles
Some Things Worth Repeating
A Short Exercise
12. Performance
Some Things Worth Repeating
A Short Exercise
13. Learning FRLD e
Some Things Worth Repeating
A Short Exercise
14. Advances
Some Things Worth Repeating
A Short Exercise
15. The End and the Beginning
Some Things Worth Repeating
A Short Exercise
Note References
Box and Research References

Bruce J. Avolio

Marion B. Ingersoll Professor, Executive Director, Center for Leadership and Strategic Thinking

Michael G. Foster School of Business, University of Washington

Dr. Avolio has an international reputation as a researcher and practitioner in leadership. He has consulted with public and private organizations in North and South America, Africa, Europe, and Southeast Asia, as well as in Australia, New Zealand, Saudi Arabia and Israel. His research and consulting includes work with the militaries of the United States of America, Singapore, Sweden, Finland, Israel, and South Africa.

Dr. Avolio is a fellow of the Academy of Management, American Psychological Society, American Psychological Association and the Gerontological Society. He is the former President of the Society for Human Resource Management Foundation and the Organizational Behavior Division of the Academy of Management.

Dr. Avolio has published 10 books and over a 125 articles on leadership and related areas. His books include Transformational and Charismatic Leadership: The Road Ahead (Elsevier Science, 2002), Full Leadership Development: Building the Vital Forces in Organizations (Sage Publications, 1999), and Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership (Lawrence Erlbaum Associates, 2000). His newest books are Leadership Development in Balance: Made/Born (Lawrence Erlbaum Associates, February 2005), The High Impact Leader: Moments Matter in Authentic Leadership Development (McGraw-Hill 2006) and Psychological capital: Developing the human competitive edge (Oxford Press, 2007) with Fred Luthans and Carolyn Youssef.

Dr. Avolio has worked with government agencies on national leadership development projects, and with governments at the state and local level. His current projects include:

• Working with public healthcare leaders to design a leadership institute for healthcare providers and educators.
• Working on a 4 year project with the U.S. Veteran's Administration on strategic leadership development and ownership.
• Current projects include a 300k contract with the U.S. Military Academy at West Point to investigate ethical leadership development; a 730k contract to conduct a longitudinal investigation of leadership development with military officers, and a 186k contract with the VA to examine how taking ownership and developing leadership produce better healthcare results.

Dr. Avolio's latest interest and presentations focus on the following:

• How do we accelerate authentic leadership development for maximum impact on performance?
• How do we use the positive psychological capacities of leaders to accelerate change?
• How do we show decision makers the 'return on development' investment in leadership?
• How can we develop leaders and leadership to effectively operate in extreme contexts?