Although there have been thousands of books written on business leadership and management, including many outstanding contributions by CEOs and academics, very few have specifically addressed the unique challenge of leading and managing technical organizations. Leading Science and Technology-Based Organizations will be the first book written that presents a practical framework for leading, managing and coaching throughout one’s technical career by translating fundamental leadership principles into language and examples that S&T professionals can better understand, appreciate and implement. The purpose of the book is to augment scientists' and engineers' considerable technical skills by teaching them how to sell their ideas, manage their technical projects, and lead technical teams; ultimately to create business and societal value from science.


  • Organized around an introduction and three parts, to best address management and leadership development in technical organizations and the crucial nontechnical skills needed by managers who come from highly technical backgrounds.
  • Presents an innovative leadership framework in the Introduction—The Performance Trilogy®—that underpins the remainder of the book.

  • Focuses on personal leadership in Part 1, showing how the best managers lead by example, and through the perspective of life-long learning.
  • Explains the transition from individual performer to manager in Part 2, and the vitally important mindset change from "me" to "we".
  • Emphasizes the key executive responsibility of creating economic and societal value from science in Part 3 by managing the nexus of science and business.

chapter 1|8 pages

The Performance Trilogy®

The Fundamental Processes of High Performance

chapter 2|12 pages

A Leadership Framework

Leading the Performance Trilogy®

part I|1 pages

Personal Leadership

chapter 3|12 pages

Are You Ready to Lead?

Leadership Is Personal

chapter 4|15 pages

Leadership Attributes

Nine Essential Attributes That Ensure Success

part II|1 pages

Managerial Leadership

chapter 5|10 pages

Transitioning from Me to We

chapter 6|15 pages

The Art of Supervision

chapter 7|20 pages

Project Leadership

part III|1 pages

Executive Leadership

chapter 8|14 pages

Leading S&T-Based Organizations

Seven Critical Business Processes

chapter 9|36 pages

Leading the Strategy

Setting the Direction and Developing the Road Map

chapter 10|26 pages

Managing the Execution

Translating Your Strategic Agenda into Actionable Objectives and Managing to Achieve Those Objectives

chapter 11|10 pages

Coaching the Development

Coaching Is the Missing Ingredient in High Performance

chapter 12|6 pages

Putting It All Together

Leading Is a Team Sport