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<p>Preface xi</p> <p>Acknowledgments xxi</p> <p> </p> <p><b>Part I: Fueling the Crisis: Corporate Scandal and Wrongdoing 1</b></p> <p>Chapter 1</p> <p>“I See Nothing, I Hear Nothing”: Culture, Corruption, and Apathy 3<br /> <i>Robert Gandossy and Jeffrey Sonnenfeld</i></p> <p>Chapter 2</p> <p>Twenty-First-Century Corporate Governance: The Growing Pressure on the Board Toward a Corporate Solution 27<br /> <i>Sherron S. Watkins</i></p> <p><b>Part II: The Role of the Leader 37</b></p> <p>Chapter 3</p> <p>How Leaders Restore Confidence 39<br /> <i>Rosabeth Moss Kanter</i></p> <p>Chapter 4</p> <p>Greed, Vanity, and the Grandiosity of the CEO Character 51<br /> <i>Manfred F. R. Kets de Vries and Katharina Balazs</i></p> <p>Chapter 5</p> <p>The Essence of Leading and Governing Is Deciding 63<br /> <i>Michael Useem</i></p> <p>Chapter 6</p> <p>Vigorous Competition, Cardinal Virtues, and Value Creation 75<br /> <i>Robert W. Lane</i></p> <p>Chapter 7</p> <p>Challenge Up: A Key to Organizational Integrity 83<br /> <i>Marshall Goldsmith</i></p> <p>Chapter 8</p> <p>Enron et al.: The March of Folly 89<br />                              <i>Warren Bennis</i></p> <p><b>Part III: The Role of the Board 95</b></p> <p>Chapter 9</p> <p>Seeing Around Corners 97<br /> <i>Norman R. Augustine</i></p> <p>Chapter 10</p> <p>Whither Governance: Process or People? 109<br /> <i>William W. George</i></p> <p>Chapter 11</p> <p>Enron and Effective Corporate Governance 117<br /> <i>Charles M. Elson</i></p> <p>Chapter 12:</p> <p>“Somebody’s Gotta Keep An Eye On These Geniuses”: What We Must Do to Restore Owners’ Capitalism 123<br /> <i>John Clifton Bogle</i></p> <p><b>Part IV: Toward Reform 143</b></p> <p>Chapter 13</p> <p>Shedding the Images and Getting Real About Business Responsibility 145<br /> <i>Barbara Ley Toffler</i></p> <p>Chapter 14</p> <p>Getting What You Pay For: Institutional Investors Take on Executive Pay 151<br /> <i>Nell Minow</i></p> <p>Chapter 15</p> <p>Accounting 101 171<br /> <i>Rick Antle</i></p> <p>Chapter 16</p> <p>Principles and Best Practices of Executive Compensation That Stand the Test of Time 177<br /> <i>Roberta D. Fox and Michael J. Powers</i></p> <p>Chapter 17</p> <p>Evolution of Corporate Criminal Liability: Implications for Managers 191<br /> <i>Jennifer Arlen</i></p> <p>Chapter 18</p> <p>Corporate Governance in Europe 205<br /> <i>Leonardo Sforza and Alan Judes</i></p> <p>Chapter 19</p> <p>Developing Leaders of Character: Lessons from West Point 213<br /> <i>Rakesh Khurana and Scott A. Snook</i></p> <p>Chapter 20</p> <p>Speech by SEC Chairman: Remarks at the 2003 Washington Economic Policy Conference 233<br /> <i>William H. Donaldson</i></p> <p>Chapter 21</p> <p>Corporate Governance and the Culture of Seduction 241<br /> <i>Arthur Levitt</i></p> <p>Chapter 22</p> <p>If I Only Knew Then What I Know Now 271<br /> <i>Susan C. Keating</i></p> <p>About the Contributors 277</p> <p>Index 291</p>

ROBERT GANDOSSY is Global Leader for Hewitt Associates’ Talent and Organization Consulting Practice. The coauthor of Leading the Way: Three Truths from the Top Companies for Leaders (Wiley), and co-editor of Human Resources in the 21st Century, he holds a PhD from Yale University, where he specialized in organizational behavior with an emphasis on understanding the origins of white-collar crime. <p>JEFFREY SONNENFELD is the Associate Dean for Executive Programs at the Yale School of Management, as well as Professor of Management Practice and the founder of Yale’s Chief Executive Leadership Institute. Author of the bestselling The Hero’s Farewell: What Happens When CEOs Retire, he earned his MBA and doctorate at the Harvard Business School, where he served as a professor for a decade.</p>

<p><b>LEADERSHIP <small>AND</small> GOVERNANCE <small>FROM THE</small> INSIDE OUT</b></p> <p>“Gandossy and Sonnenfeld have assembled a thoughtful framework for rebuilding trust in business. It is important that business leaders of the future are comfortable around this subject. Reading this book is a start.”<BR><b>—Jeffrey Immelt, CEO, General Electric </b> <p>“The subject of corporate governance is daunting, covering a sometimes bewildering array of complex legal, ethical, and financial issues. Gandossy and Sonnenfeld deserve immense credit for bringing together distinguished contributors from the worlds of academia and business to address these critical subjects in a single comprehensive volume.”<BR><b>—Henry M. Paulson, Jr., Chairman and CEO, Goldman, Sachs & Co. </b> <p>“Gandossy and Sonnenfeld offer us many viewpoints on corporate governance and shed new light on the dysfunctions of seemingly functional organizations. I don’t agree with all the remedies, but I clearly understand the anger of the betrayed employee and investor. Corporate crooks should face swift justice. Everyone else should read this book.”<BR><b>—Hank McKinnell, Chairman and CEO, Pfizer Inc. </b> <p>“A superbly crafted, thought-provoking, and compelling contribution to the dialogue of the day on corporate leadership and governance.”<BR><b>—Doug Conant, President and CEO, Campbell Soup </b> <p>“I have dreaded most ‘required readings’ since college. Then along comes this fantastic book filled with great essays about what the somewhat ethereal notion of good corporate governance means, not in the abstract but in practice. I didn’t think that any one text could assemble so many heavyweights on the issue. That’s why this required reading breaks the mold on a topic that most of us wish we didn’t have to focus on but we must because the consequences of ignorance are decidedly non-blissful.”<BR><b>—James Cramer, founder of The Street.com and co-host, CNBC’s <i>Kudlow & Cramer</i></b>

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