Credibility: How Leaders Gain and Lose It: Why People Demand it
by James M. Kouzes, Barry Z. Posner
Chapter Six: Develop Capacity
1 G. Colvin, “How Are Most Admired Companies Different? They Invest in People and Keep Them Employed—Even in a Downturn,” Fortune, March 28, 2010, p. 38.
2 Colvin, “How Are Most Admired Companies Different?”
3 R. Zhang and Z. Rezaee, “Do Credible Firms Perform Better in Emerging Markets? Evidence from China,” Journal of Business Ethics, 2009, 90, 221–237.
4 This example was provided from Claria Guo's “most admired leader” essay.
5 A. P. Carnevale, America and the New Economy: How New Competitive Standards Are Radically Changing American Workplaces (San Francisco: Jossey-Bass, 1991); A. P. Carnevale, private e-mail message to James M. Kouzes, November 18, 2010. Also see C. I. Jones, “Sources of U.S. Economic Growth ...