A Summary and Review of Principle-centered Leadership by Stephen R. Covey: A Guide for Thinking Executives – and Those Who Want to be One
This summary and review of the book, Principle-Centered Leadership, was prepared by David Cavell while a Business Management Major in the College of Business at Southeastern Louisiana University.
Cover of Principle Centered Leadership
Interestingly enough, author Stephen R. Covey begins his book Principle- Centered Leadership, by listing what his brother John calls the “seven habits of ineffective people” “as anti-goals to avoid. Covey reiterates his classic seven habits of leadership, along with a new set of more developed principles, which accent the new leader of the business world in modern times. The first two chapters of Covey’s book recap the previous seven habits of leadership, which define the ability to communicate, develop the inner mental approach to leadership, as well as to define how these principles of trust, cooperation, and confidence that help expand these principles into the outer world. Throughout the remaining chapters, Covey stresses the importance of building upon these but at different levels of personal, interpersonal, managerial, and organizational, and the four principles theory which are both equally important for effective leaders.
In the first section of personal and interpersonal, Covey discusses certain traits needed for principle centered leaders, as well as for greatness to be achieved. Although this cannot be achieved overnight, Covey encourages readers for it to be a guiding point. In Chapter five, his main focus shifts to paradigm, the new way to explain characteristics of reality. If this is done, one’s company can be completely transformed with a whole new attitude and outlook. He states that while “managers must focus on the bottom line, leaders must look to the top line for clear vision and direction.” This will allow for a shift in paradigm, and thus help begin the process of change towards success, remembering always to transform the negatives into positives. In the final chapters of section one, Covey emphasis the use of principle centered power, through opening lines of communication, thirty methods of influence, and enriching marriage and family relationships.
In Part two of Covey’s Principle-Centered Leadership, he explains the levels of managerial and organizational development. Chapter fourteen examines the idea of abundance of mangers and their mentality, while the following chapters discuss the paradigm, and Covey new paradigm he formed consisting of six words begging with the letter s, and one letter p, also known as the SP paradigm. With the conclusion of the book, Covey stress the importance of expectations, and that although they may not always be successful and reached, it is important for one’s business to strive for their goals, and can do this through their guiding compass. Overall, the quotation on the front of the book sums up everything best, “Give a man a fish, and you feed for a day, teach him how to fish, and you feed him for a lifetime.”
Without out all aspects of the developmental levels, becoming an effective leader would not work, and your company will not be at its peak potential. Covey’s writing in this novel very much reflect his belief in a higher power as his moral compass, which he states is God at the end of the story. The ideas from the book, Principle-Centered Leadership, can be useful for those seeking to become leaders in the future or to improve their current leadership style. For this to happen one must embrace the teachings of the moral compass and rely on these principles as the “true north” in one’s life They are laws of the universe, part of human consciousness and conscience. In believing this and buying into the philosophy that Covey “sells”, one can truly become a principle-centered leader.
The Ten Things Managers Need to Know from Principle-Centered Leadership
1. A universal mission statement is important and should focus on the ideas that will benefit you company the most. You will not only need to sell your mission to your employees and the entire company, but your employees must also buy into the vision in order to guarantee successful implementation. The mission statement must be set and universal but at the same short, simple, generic, and easily memorized.
2. Involving people in the problem is the key to implementing change and bringing about solutions to the problems your company is facing. Look at the problems that arise, and learn how to correct them, with all of your employees being committed to finding a solution. This will help prevent problems in the future as long as you involving people in the problem.
3. Clearing communication lines from top management all the way down is important in any company’s success. Everyone needs to know they have a voice in the company, and their ideas are being put into motion. Have the right people to deliver out the message your company or organization wants to portray will lead to a start in the right path for success.
4. Having characteristics of principle-centered leadership is what all companies should have their managers and employees strive for. Many times, they will lose sight of these, as difficulties will arise. Always educating yourself, bringing positive energy, believing in other people, as well as knowing basic core principles and the business mission is vital to the success of the company and your life. You as a manager need to enforce these ideas on regular basis, by living them daily throughout the company.
5. Overcoming the pull of the past is always a difficult task for managers to overcome, but if you are not always learning, changing, and evolving, you will lose your edge, and your business will suffer. You as a manager must learn how to handle the restraining forces and be determined and commitment to the driving forces to achieve a break with the past.
6. All business and mangers should looks for ways to incorporate principles of total quality within their business. Time management is the key when discussing total quality. It will take time, but with time shall come great success. Take control of the process, and set achievable goals for your team, but do not hesitate to go beyond those goals. With this, still remember though that quality is just as important. Do not let the quality of your business suffer due to the want of more. In the end, this will also lead to failure.
7. Analyzing the internal matters and competition, should be a regular routine conducted by managers within the organization. In any business, it is vital to know your competition as well as the effectiveness of your internal systems. As a manger, you must be one step ahead of other competitors, as well as include your vision on how you want your employees to succeed. Capitalize on the competitors’ weaknesses, and learn from your own mistakes and do this by using stakeholder information systems.
8. Managing from the left, lead from the right is a difficult task that managers often find hard to distinguish between the two. Leadership is power from values and principles and whereas management organizes resources to serve objectives to produce a good or service. Many companies have a heart but lack a good system and controls or vice versa.
9. The right business opportunity may present itself at any moment, and you as a manager and your company must be fully prepared. It is important that you provide the necessary tools and resources for your employees to be successful. Whether this is an expansion or a buyout, embrace the new change within your company. You as a manager might only be given one shot at transforming a swamp into an oasis by being one step ahead of the game.
10. “Give a man a fish, and you feed him for a day, teach him how to fish, and you feed him for a lifetime.” This quote should serve as a daily reminder to mangers that principle-centered leadership is more than just managing your company and employees, it entails leading by example, determine to conquer any adventure, and always pass on and teach what you learned.
Full Summary of Principle-Centered Leadership
In the book Principle-Centered Leadership, Stephen R. Covey tries to answer the questions of how to take the old and reinvent with the new. It breaks down into two sections, the first dealing with the personal and interpersonal philosophies of success, and the second section involving managerial and organizational functions. He offers steps to centering ones leadership by using the four dimensions of the leadership compass. Instead of focusing on negative centers on life, leaders should center on security, guidance, wisdom, and power as a whole unit, and then their leadership will be successful, and so will their business.
Personal and Interpersonal Effectiveness Introduction
This section focuses first on the idea of personal levels. If one cannot have a good relationship with themselves, than how can he or she be expected to in daily life, much less a leadership position. Next, interpersonal effectiveness is introduced. Interpersonal relationships happen every day, whether at work or school, and without the effect skills need to communicate and interact with others, one’s progress to become a positive leader will stop. Trust plays a major role in all aspects of the four levels, but in the personal and interpersonal levels the point of trustworthiness can turn your company into a victory or a defeat.
Characteristics of Principle-Centered Leaders
Covey has observed eight characteristics that a principle centered leader should have, and that if effectively carried out will make for a better business. The first concept is to continually learn and grow as an individual. Continue to seek information and new ideas, while maintain promises. The second is to look at being principle centered as a goal you achieve, not a job. Complete all task assigned to you, while helping others if needed along the journey. Third is to always be full of energy, and to make sure it is affirmative. With these feelings, comes the fourth characteristic of believing in others. Although it may be difficult to believe in something not seen yet, one must keep trying. The fifth is to balance out one’s life. Be well rounded in all aspects of the surroundings from literature to music to the culture. The sixth is to see life as an adventure. Business men and women sometimes take life to seriously, rejoice in the moments that are presented, and take life for what it is. The seventh characteristic is synergistic. To do this, one must be creative in their ideas, and capitalize on the ideas already present. Principle centered leaders build upon others when in a group setting, using each other’s flaws and strengthens. Finally, the either characteristic focuses on self-renewal. Centered leaders use a mixture of the four dimensions of physical, mental, emotional, and spiritual balances to achieve greatness. It takes every characteristic mentioned to make one a centered leader, who will then lead a business to success.
Seven Habits Revisited
Stephen Covey previously wrote a book The Seven Habits of Highly Effective People. Here, he looks at these habits again and their efficiency of building a good leader. The habits are broken down into primary endowments, consisting of self-awareness, imagination, and will power and secondary endowments associated with abundance mentality, courage, and creativity. Without primary, there can be no secondary, and without these seven habits, problems will remain.
Covey discusses the main importance of having universal resolutions. Individuals must overcome all of the difficulties whether it is appetites, pride, or over ambition. Set forth resolutions to not over indulge, have more humility, and help others when in need. It is important to remain centered and allow for growth as individuals and as a company. If everyone can build upon these, then one of the goals has been accomplished.
Appearing to have everything does not always mean greatness. Primary greatness is not achieved by fame or fortune, but rather by character. It is important to have integrity, maturity, and abundance mentality in order to gain this primary greatness. Making sure to always leave a lasting positive mark, will be a victory within itself. It is a continuum of the inside out versus outside in spectrum. Continually know the difference between right and wrong, and build upon the foundation that has already been laid in your path, not forgetting what one has already learned.
A Break with the Past
In this chapter, Covey focus on the paradigm shift, and how if done effectively can completely change a company or organization. Although some of the past has lead to greatness, it important to improve upon it, and overcome the areas where downfalls have already risen. Make sure to know the clear purpose always, but to remain consistent as well. If change is necessary, it may be difficult, but breaking the negative will be self fulfilling. It is always important to start small personally, and then more public fights will arise and need to be conquered. In conclusion of the chapter, it is important to just always remember the promises one has made, and follow through.
Six Days to Creation
Everyone knows the story of creation found in Genesis, that Earth took six days to create, and so on. It was part of a natural process, just as human growth is. But sometimes steps are missed when the growing is in human hands. These steps compiled together make for a great leader. The process will not be instant, but a gradual growth from day one to day six. It is also important to remember how to handle individuals along their journey of leadership growth. He or she does not need to depend on their position as a backbone because it reflects weakness in others, and then shows weakness in the relationships of the company or organization. The six day steps are simple if done correctly. Just being at day one, and conquer that first, while the others will come with time.
Seven Deadly Sins
This chapter is based upon Mahatma Gandhi’s idea that there are seven things that will demolish us. Some of these include wealth without work, pleasure without conscience, knowledge without character, science without humanity and politics without principle. Although these sins can be harmful to companies or organizations, it is important to remember the seven habits that can counter act it. If use effectively, then a leader can emerge, and properly govern.
A compass is comprised of a true north, and in leadership that true north is represented by the principles set forth. Although mistaken for values, principles help guide the map, even though changes may arise. But why does the compass drive the map? The compass is the leading force, no matter the territory, and gives it followers a clear focus and direction. With the moral compass being the guiding light, everyone wins.
The word power too many has a negative condensation, but if principle-centered power is used, followers will follow. But why will the follow? Three reasons Covey suggest are fear, benefits, and then principle-centered power. If done correctly, it can have great impact on a company’s performance, and functionality of that company. Principle centered leaders, although rare, focus on the team as a whole, and actually gain the support of their followers.
Clearing Communication Lines
Perception and credibility are big reasons why communication failure arises. Mostly, people are set in their views and ideas, and it is hard to convince them otherwise. It is also vital to have positive attitudes and behave properly. If this occurs than open lines of communication can be established. Do not rush communication; rather get to know your followers on personal levels. If the course changes, make sure to communicate the proper reasons, and not let others assume. Effective communicators balance between logical and emotional and sympathy and empathy. Try to find that balance, while eliminating the waste.
Thirty Methods of Influence
Covey believes that the best way to influence the consumer’s lives is to model by example, building caring relationships, and to mentor by instruction. This is called the pyramid of influence. The thirty steps are the formation of these categories, but problems can always arise. It is important that what we say and how we say are more important than the actions that follow.
Eight Ways to Enrich Marriage and Family Relationships
The key to having a successful relationship and marriage is when both can be a principle-centered team. Together, the team should have one perspective that is long term, be able to change the things they seem unfitting, regroup and reconsider the role he or she may be playing, reset goals with the PC method, examine the structure making up the team, use time management, communication, and problem solving techniques, and hold on to comfort. These are seven of the ways, with number eight being the most important, develop a mission statement. Everyone, whether a family, company, or organization, should have a clear mission statement that each group can live daily life by.
Making Champions of Your Children
The parent versus child role can be difficult unless one is a complete centered leader. Parents should build up and encourage their children to achieve greatness, in fields kids are actually interested in. Make sure to plan events in enough time, so that the whole family can celebrate. Always set the example, and continue teaching through support. Also support their friends, and allow for trust and open lines of communication. This ideas Covey has implemented can surely help a form the foundation for a successful family, and it starts in the home environment.
Managerial and Organizational Development Introduction
In this context, Covey looks more at the issues that face managers, and their performance along with how the company is structured. Two principles that make up a centered company leader use empowerment and alignment to succeed. One must be willing to help out at all times while building a well thought-out company as a whole unit. In the following chapters, Covey explores ways to implement these practices.
In chapter fourteen, Covey looks at examples of abundance managers such a Ray A. Kroc, J. Willard Marriott, and the Ore Ida Company founders. These men built thriving companies while markets already previously existed. Covey then list seven characteristics of abundance managers, such as sharpening the saw regularly and serving others anonymously which can help determine your thinking patterns. Ultimately though, procrastination will not work. It takes times to see the final results.
Seven Chronic Problems
To be an abundant manager, Covey teaches it takes time, and that time can be used to fix chronic problems within a company. Although the hardships may disappear for some a small period, if not fully attended to, the issue will resurface. Sometimes a complete lifestyle change may be the only effective way to fix the dilemma. Since a company and organization is comprised of individuals it is important to govern them with certain values, and a mission statement, that way each person knows what the manger expects. Implement rewarding strategies and structure the system according to the companies needs. Trust will allow for open communication, and trust is given as a worker show he or she is reputable member of the team. Covey concludes with the simple fact to managers, that problems will arise, but can always be fixed and built upon.
Shifting Your Management Paradigm
Covey discusses four paradigms in this chapter; scientific, human relations, human resource, and principle-centered. The scientific method uses the thinking of a reward being dangled in front of the managers employees. It does not allow for anyone else to gain power, but allows for behavior a manager only wants. The human relations paradigm still gives the manager power, but giving employees’ feelings and emotions. It is not just about their economic needs, but as well as social. With the third paradigm, managers now see efficiency, and employees can think for themselves. The concept of teamwork emerges. Finally, the most practical paradigm is principle-centered leadership. When employees feel as if they have a meaning or purpose in the company, they will produce their best work, and the company can be a productive producer.
Advantages of the PCL Paradigm
Now that Covey has established the PLC paradigm is thriving, this chapter analyzes the advantages of putting it into practice. He emphasizes the eight S and one P idea. The eight S’s stand for self, style, skills, shared vision and principles, structure and systems, strategy, and streams, while the P sands simply for people. People are the heart of any system working effectively, but they must be trustworthy. The paradigm can be better understood by its’ four characteristics of holistic, ecological, developmental, and proactive people. Practicing these four will help a company become more principle-centered.
Six Conditions of Empowerment
The six conditions of empowerment focus on structuring company goals along with personal goals. This is done through a character, skills, win-win agreement, self-supervision, helpful structure and systems, and accountability. These conditions can all clearly be outlined in a manager’s letter, and if one condition is met, the company cannot function as maximum capacity.
It is important as a manager to have clear expectations set for employees, and vice versa. Conflict can present itself through company mergers or stakeholder shares. This is due to implicit expectations, but instead a center leader will set explicit expectations. In order to clearly state ones expectations a performance achievement in three parts can help. First is trust and communication, five content elements, and the constant learning of the system. This agreement is designed to be the missing link between a manger and an employee’s job description.
Organizational Control versus Self-Supervision
There is great conflict between organizational control and self supervision. Neither is completely wrong, but instead there must be a present balance between the two sides of the organization and the individual. With this conflict the companies’ effectiveness is jeopardized. One way to solve the issue is implementing the six conditions of empowerment previously mentioned. Again it will not happen overnight, but rather over gradual time.
Involving People in the Problem
It is essential as a manger that if a problem presents itself, he or she consults everyone before handling it. Everyone in the company needs to be open to other people’s ideas and opinions. Although at times it may be difficult to choose the best options, two ideas to weigh are the quality and commitment. Involving others comes with experience of handling past matters, but remember there is always a solution to the problem. The Force Field Analysis allows for managers to increase driving or decrease retraining when solving problems. It is important to decrease restraining over increase driving because the result will be more positive in the end. Working as one team is the only way.
Using Stakeholder Information Systems
Covey writes that managers should account for all of the people in the business, not just the financial aspect. The Human Resource Accounting systems or stakeholder information system was established to do just this. To use the system properly, one must look at the people, the formal organization, and the informal organization or culture. Again the data the system collects will take time to process and put into action effectively. Before any of this is accomplished though, a manger must believe that improvement is needed, and at all levels. The more information received, the more improvement made.
Completed Staff Work
Delegation is a hard task to accomplish, but one, if completed right, can help a manager excel. Many executives believe delegation is a waste of time because there is a risk the task will not get done, but if the correct person is chosen, delegation allows the individual growth within the company. Sign a performance agreement, delegating completed staff work, meaning an employee has the freedom to complete the task, only needing a mangers approval. This helpful system generates principle centered leadership on both ends of the spectrum.
Manage from the Left, Lead from the Right
When delegation is needed, roles may also form. Covey suggests the three main roles in a company are the producer, manager, and most importantly leader. Often, the roles of management and leadership are misunderstood. Management relates to time and momentum, while the leaders focus is on the image and ultimate goal.
Principles of Total Quality
Total quality refers to the ongoing improvement in the four areas of personal and professional development, interpersonal relations, managerial effectiveness, and organizational productivity. To gain personal quality, it starts with one’s self, and his or hers steady progression. Then it is improved more with you and other emotions in interpersonal quality. Managerial quality is reached by a collaboration of manger and employee, and finally organizational quality is achieved when the entire organization works as a whole unit using all materials required for success. This together will allow your business or organization total quality.
Total Quality Leadership
Quality is the answer to success in all business today. Without principle-centered leadership, quality cannot exist. It is the outline that allows the use of total quality to function. With total quality, a manger must be a total quality leader. He or she must lead the company with new ideas, communication and a comforting work environment. Now that the “what” to do can be explained, Covey now discuss the why managers must do this.
Seven Habits and Deming’s 14 Points
W. Edwards Deming created these fourteen points to help the explanation of achieving total quality. As Covey relates each point to his 7 habits, he discovers the relation of total quality and principle-centered leadership. To achieve both, every employee must give his or her everything through commitment and service, while focusing on the determination to improve at all aspects.
Transforming a Swamp into an Oasis
In the business world, difficult situations will happen, it is how one handles the situations that can either forward or set back a company. Set a stable surface when change is needed, but do not rush. Have a clear vision, and slowly changes and progress will develop. A company must also transform with the trends; if not the company will be left behind. Mangers and leaders within need to also be aware that their roles need transforming as well sometimes. Again, it begins as individuals. Although transformational leadership can help, transactional leadership is also required. This involves more event centered ideas. It only takes one, so who will it be?
The constitution is what governs the company as a whole, involving input from everyone. It is built upon by a company’s mission statement, which can have a high success rate. In order to compose a legitimate constitution, remember to expand your perspective on the company, clarify the core, essential values, test it against yourself, as a manager, and finally test yourself against the constitution. These written statements unify the company as one whole future driven unit.
Principle-Centered Learning Environments
If no centered environment is created, trust is lost, and without trust people do not feel appreciated, and a negative cycle continues. In education, there is lack of a set environment. Teachers need a clear vision, and until one is established he or she can work on themselves as individuals. They have the ability to stop unwelcomed tendencies throughout the gradual processing of change. With a principle centered leadership environment, the focus is not just on the teacher and student, whether on the stakeholders. Contributing factors to this encouraging environment include readiness, peer groups, inside out methods of teaching, and finally implementation. The future is in the students right now.
Fishing the Stream
As a leader, one never knows what problems may arise, in this case streams. It is vital that man or woman have the necessary tools to conquer these obstacles while still maintaining a highly effective business. If the clear values of a company are set before the journey is taken, then everything else should fall into place along the way. Once out fishing, principle centered leaders can either gain greatness by being proactive and taking an active role, or reactive and wait around until something comes along. Neither is wrong, in fact it is good to build upon both methods allowing for time of achievement and thought. After taking a role, read the environment, and be willing to adapt due to new trends or failure of an idea. The time may be passing slowly when fishing for achievement, but the reward is worth it, a lifetime of victory.
The Video Lounge
According to Covey too many employees are unclear of their companies’ priorities and goals. For a successful strategy, there must be an effective execution. It evolved as businesses discovered the need for a clear, directional, and focused idea to be the center goal for all employees of all levels. Not only having goals and a vision, but getting your employees to become passionate about these goals and to want to invest and be committed in them is the key to success according to Covey. This concept involves every aspect of a business, and is constantly changing towards improvements, but you have to be willing to change first.
1. Even with the business conditions today, Covey’s writing on how leadership should be governed by principles as well as life in general still holds true in the business world today. Covey depicts four key principles that should be followed by managers and leaders that will ultimately help their company or organization succeed. The book reinforces ways you as a leader should governor your actions both in the workplace and in life in general and how you should strive for a life of excellence.
2. If I were the author of the book, I would have done the following differently. First, I would start by breaking the book Principle-Centered Leadership into two different books. One should focus on principle-centered leadership of life in general, while the other would focus more on the business aspect of it. Although some information is useful to both sides, not all material applies to say a stay at home mom versus a manager of a company.
Next, I would change the amount of repetition through the book. Even though the concept of trust is important in building any business, once it is established, it should remain consistent. He also repeats the fact of growth taking time. Although some people are impatient, most good and satisfying objectives will not succeed overnight.
Finally, I would organize the book better. When reviewing the summary, some ideas that appeared kept referring to others previously mentioned sporadically throughout. Covey’s need to build upon other ideas was not always clear, and at the times the headings did no coincide with the material also being discussed.
3. Reading this book made me think differently about the topic in the following ways. First, I discovered in chapter eleven the method of influencing employees really does matter when becoming a centered leader. I did not realize that at times, my negative actions can have a great impact on my employees, and overall my organizations and business.
Next, I never really included others in how to solve the problems presented. Power can sometimes over consume the leader, but not allowing for others insight will only restrict the organizations and company’s knowledge and potential. I should instead continually seek the best solution.
Finally, I learned the power of a mission statement. Without a mission state, a company should not even begin formation. It is an essential duty in successful development of all employees as individuals and as a structure. Although not the governing force of the organization such as the constitution, the mission statement is short and clear to all associated with the company. It really can be the impact needed.
4. I’ll apply what I’ve learned in this book in my career by first breaking out of my boundaries, and trying new things. I tend to not be adventurous, but as trends are rapidly changing in the business world, so must I.
Next, although I believe I have good leadership skills already, in order to become a principle-centered leader, my main focus will be trying to complete my task on hand in a timely manner. Procrastination is never a good trait to have, but especially not in a leader.
Finally, I want to help with the growth and development of other people towards centered leadership. Instead of always doing for others, I want my members to learn how to be successful, even if at times that means failure.
5. Here is a sampling of what others have said about the book and its author. All three of the book reviews could provide insight for the general audience on the Stephen Covey’s book Principle-Centered Leadership. After reading all of the reviews, they seemed to all agree on the main purpose of the book: leadership based on principles as well commend Covey’s first book The Seven Habitats of Highly Effective People, which lead them to read Principle-Centered Leadership. Covey’s book not only depicts the principles of leadership in the business world, but in life in general.
In the first review, the author criticized Covey’s chaotic structure and repeating content of the book while the other two reviews praised the different type of leadership philosophies offered throughout the book. The first review went into great detail about Covey’s conditions of empowerment as well the four levels of leadership. The second review briefly touched on how frequently Covey refers to the term paradigm, which is often heard regarding change. The second review also ended with an inspiring leadership quote from Covey’s book, “”Leadership is the art of mobilizing and energizing the intellectual creative resources of all the people in the organization.” The final book review gave the reader the insight on the result in personal and organizational transformation that comes from focusing on the principles of leadership. All three of the book reviews did strongly recommended Covey’s book for all organizational leaders.
BetterLifeCoaches, (03/06/2007). Stephen Covey: Goals and Priorities [16MM]. Available from http://www.youtube.com/watch?v=LHHj5Q7ep3k
Covey, Stephen R. (1991). Principle-Centered Leadership. New York, New York: Fireside.
Farris, Dale. (1992). Principle-Centered Leadership. Descriptions and Reviews by Library Journal, Retrieved from http://www.leadershipnow.com/leadershop/9280-6.html
Kleczek, Darek. (June 14, 2008). Review: Principle-Centered Leadership. Leaderships in Social Networks, Retrieved from http://kleczek.wordpress.com/2008/06/14/principle-centered-leadership/
Morishita, Don W. (2009). Review: Principle-Centered Leadership. Retrieved from http://groups.ucanr.org/ANR_Leadership/Book_Reviews/Principle-Centered_Leadership.htm
To contact the author of this article, “A Summary and Review of Principle-Centered Leadership by Stephen R. Covey for Thinking Executives – and Those Who Want to be One,” please email David.email@example.com.
David C. Wyld (firstname.lastname@example.org) is the Robert Maurin Professor of Management at Southeastern Louisiana University in Hammond, Louisiana. He is a management consultant, researcher/writer, and executive educator. His blog, Wyld About Business, can be viewed at http://wyld-business.blogspot.com/. He also serves as the Director of the Reverse Auction Research Center (http://reverseauctionresearch.com/), a hub of research and news in the expanding world of competitive bidding. Dr. Wyld also maintains compilations of works he has helped his students to turn into editorially-reviewed publications at the following sites:
- Management Concepts (http://toptenmanagement.blogspot.com/)
- Book Reviews (http://wyld-about-books.blogspot.com/) and
- Travel and International Foods (http://wyld-about-food.blogspot.com/).