People behave at at least three levels:  visible behavior, conscious thought, and semi-conscious Values, Assumptions, Beliefs, and Expectations (VABEs) about the way the world is or should be.  This book focuses on the relationship between where leaders attempt to influence (Level 1, 2 or 3) and follower outcomes (buy-in).

The Fourth Edition of Level Three Leadership includes eight new chapters outlined to the left.  Key features are listed here.  Here is also a sample chapter for your review. 

Here's a sample chapter from the instructor's manual available in April, 2008 from Prentice-Hall.  

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Back Cover Copy:
Level Three Leadership 4e prepares students and practicing managers to understand and apply principles of effective leadership.  The leadership model, related concepts and the workbook self assessment exercises presented here have been used successfully worldwide in the U.S., Brazil, Central America, Japan, Africa, Europe, and the Middle East.  Readers will be challenged, for example, with “the number one question in life,” developing a “leadership point of view,” learning to live more “inside-out,” and creating strategic charters for their organizations, work groups, and selves.  

 New to This Edition:
 “Innovation and Leadership” explores principles of personal creativity and business innovation.

 “The Global Leader” describes what it takes to succeed in a global business environment.

“The Appeal of Level One Leadership” describes the common and unfortunately superficial leadership style that affects only visible behavior.

 “The Limits of Level Two Leadership” explains the limits of the use of rationality, logic, and data in leading others. 

 “The Focus and Impact of Level Three Leadership” shows why Level Three Leadership has a deeper and more long-lasting impact on followers. 

 “The Language of Leadership” introduces four key characteristics of effective leadership language:  clarity, memorability, authenticity and respect for the audience. 

“Buy-In” describes seven levels of responses leaders might get as they attempt to influence others and how to get more rather than less energy from their followers and employees.

 “HRM Systems” lays out six essential elements in managing people that every organization must attend to in order to succeed. 

 Revisions in most other chapters update concepts, references and recent research findings.