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Leadership for Lawyers

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  • Edition: 2nd
  • Format: Paperback
  • Copyright: 2008-01-28
  • Publisher: American Bar Association
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Leadership is essential for anyone who wants to steer their firms and organizations to new heights. This book is first in its field to help those in the legal profession become more effective leaders. Readers will discover the various brands of leaders, and the strengths and weaknesses of each. Herb Rubinstein has taught leadership at five universities and is the founder and president of Growth Strategies, Inc., a strategy, management, leadership, and innovation consulting firm in Bethesda, Maryland.

Author Biography

Herb Rubinstein is the founder and president of Growth Strategies, Inc. of Bethesda Maryland, a strategy, management, leadership, and innovation consulting firm

Table of Contents

Introductionp. ix
Author's Preface to the Second Editionp. xv
Student's Prefacep. xvii
Acknowledgmentsp. xxi
The Case for Leadership Development for Lawyersp. 3
Problems and Challenges of the Legal Professionp. 7
Leadership Development for Many Groups in the Legal Professionp. 9
Leadership Theory and Practice for the Legal Professionp. 13
Leadership Theoryp. 14
Leadership Actionsp. 17
Motivation Explained and Demonstratedp. 25
Conclusionp. 26
Women, Leadership, and the Legal Professionp. 29
Collaborative Leadershipp. 33
Barriers to Women Achieving Leadership Roles in the Legal Professionp. 36
Quicksand Problemp. 36
Mommy Trackp. 37
Compensationp. 39
Business Developmentp. 41
Motivation and Communicationp. 44
Conclusionp. 46
Ethics, Natural Law, and Leadershipp. 47
Natural Law: Leadership, Law, and Ethics in Tensionp. 52
The Requirement for Independent Judgment (Normative Ethics vs. Rule Ethics)p. 63
Conclusion and Recommendationp. 64
The Value of Leadership Development in the Legal Professionp. 67
High Rates of Dissatisfaction Among Young Attorneysp. 68
Poor Reputation of Lawyers Within Societyp. 69
High Departure Rate for Lawyers from the Legal Professionp. 72
Growing Economic Pressures on All Law Firmsp. 73
High Levels of Client Dissatisfaction, Formal Complaints, and Malpractice Actionsp. 74
Growing Levels of Associate Turnoverp. 75
Prevalence of Outdated Governance Practicesp. 76
Continuing Evidence of a Glass Ceiling for Womenp. 77
Client Challenges to Increasingly Large Legal Bills and Insistence on Alternative Billing Structuresp. 78
Increasing Competition and Growing Use of Advertising to Obtain Clients/Businessp. 79
Increasing Lack of Civility Among Lawyersp. 80
Increasing Delays in Litigation, Arbitrations, and Even Mediationsp. 81
High Levels of Substance Abuse Among Lawyersp. 81
Dealing with Burnout and Lawyers Leaving the Professionp. 82
Conclusionp. 83
Leadership Assessment, Lawyers, and Legal Organizationsp. 85
Competencies for Successful Leadership as a Lawyerp. 91
Leadership Behavioral Stylesp. 93
Assessing the Professional Leadership Style for Lawyersp. 112
Organizational Assessmentsp. 118
Conclusionp. 129
Teaching Leadership in the Legal Profession: The New Modelp. 131
Mentoringp. 132
Purchasing Leadership Development Servicesp. 134
Content for a Leadership Development Training Programp. 135
From the Clients' Perspectivep. 140
The Business Case for Teaching Leadership to Those in the Legal Professionp. 141
Conclusionp. 143
The Future of Leadership Education in the Legal Professionp. 145
Other Barriers to Leadership Development Training for the Legal Professionp. 147
Conclusionp. 148
Ninety Brands of Leadership Defined and Explainedp. 153
Leadership Education for Lawyers: Challenges and Promisep. 185
Introductionp. 185
For Lawyers by Lawyersp. 186
The Why Behind the Coursep. 186
The Why Behind the Coursep. 186
The Course at Harvard Law School (HLS)p. 187
The CLE Leadership Course I Envisionp. 188
From Theory to Brandsp. 191
From Brand to Behaviorp. 192
The Second Generation Coursep. 196
Various Formatsp. 197
Conclusionp. 197
Bibliographyp. 199
Indexp. 207
About the Authorp. 215
Table of Contents provided by Ingram. All Rights Reserved.

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