Good to Great (Collins)
Getting Naked (Lencioni)
Managing Humans (Lopp)
One Minute Manager (Blanchard)
Crucial Conversations (Patterson)

The Power of Full Engagement (Loehr & Schwartz)
Leadership and Self Deception (Arbinger Institute)
The Go-Giver (Burg and Mann)
Success on Our Own Terms (O'Brien)
Leadership is an Art (DePree)

The number one business book to work through is "Seven Habits of Highly Effective People" by Stephen Covey...It is so basic. Read it over 6-7 months...doing the exercises at the end of each chapter. And if you read it in the past, re-read it. The book is all about how to lead a balanced and successful life.

Leadership captures the essentials of being able and prepared to inspire others. Effective leadership is based upon ideas—both original and borrowed—that are effectively communicated to others in a way that engages them enough to act as the leader wants them to act. A leader inspires others to act while simultaneously directing the way that they act. They must be personable enough for others to follow their orders, and they must have the critical thinking skills to know the best way to use the resources at an organization's disposal. Models of leadership are as follows:
1. Mintzberg’s Management Roles: These roles cover ten tasks and responsibilities that a manager may need to perform, which are divided up into three categories: interpersonal, informational, and decisional. Interpersonal roles include the figurehead, leader, and liaison. Informational roles include the monitor, disseminator, and spokesperson. Decisional roles include the entrepreneur, disturbance handler, resource allocator, and negotiator. Any given manager may be asked to complete a variety of tasks during a given day depending on what comes up and what problems need to be solved.
2. The ‘Dysfunctions of a Team’: This model by Patrick Lencioni’s model addresses some of the common problems within teams. People working together toward a common goal is bound to lead to issues simply because every individual brings slightly different goals, aspirations, skills, and more to the table. While diversity is a team’s greatest strength, these differences can also be the team’s biggest weakness. Simply by understanding that these issues could exist within your team, you will be better prepared to identify and correct them as quickly as possible.
3. Birkinshaw’s Four Dimensions of Management: This model highlights four dimensions that represent key management processes and practices. You can use it to help you to understand how best to manage the type of work you are doing and the values of your organization.
4. Waldroop’s and Butler’s Six Problem Behaviours: This model aims to help managers by identifying six ‘problem behaviours’ along with their traits. When you see any of these six behaviours evolving in members of your team, taking quick action before the behaviour becomes a detriment to the group is the best option.
5. Cog’s Ladder: This model suggests there are five steps necessary for a small group of people to be able to work efficiently together. These stages are the polite stage, the why we’re here stage, the power stage, the cooperation stage, and the esprit stage. It is similar to Tuckman’s Stages, another stage model of groups. Tuckman recognised four stages of team development: “Forming,” “Storming,” “Norming,” and “Performing.”
6. The Leader-Member Exchange Theory: This model looks at how your own personal opinions could limit the opportunities that an individual has to succeed under your leadership. It is not particularly helpful in describing the specific leader behaviours that promote high-quality relationships as it only implies generalities about the need for leaders to show trust, respect, openness, autonomy, and discretion.
7. Belbin’s Team Roles: When looking at any team, it is quickly apparent that each member of the team adopts their own role in order to best contribute and use their skills in a way that is beneficial to the goals of the team as a whole. These roles usually develop naturally over time, depending on the makeup of the team and the specific task at hand. A good manager will observe the team’s occupied roles and step in when necessary to balance out the composition of the group.
8. Benne’s and Sheats’ Group Roles: This model recognises 26 roles that are divided up into one of three categories: task roles, personal roles, and social roles. These role definitions are useful for looking at and evaluating specific behaviours, functions, and needs within a group. and evaluating its current function and needs. They also provide a guide for team member development; the more positive behaviours each person can display, the better able the whole group will be to respond to the demands put on it.
9. The Margerison-McCann Team Management Profile: This is a tool that Organizations can use this tool to help classify their employees regarding what type of team member they are or will be. Using a set of 60 questions, this profile establishes some baseline information about each member of the team so that they can be placed into a specific spot on the Team Management Wheel. The more sections of the wheel that can be filled up by the members of a single team, the more complete that team will be.
10. he Job Demands-Resources (JD-R) Model: This model states that when job demands are high and job resources/positives are low, then both stress and burnout increase. The effects of high job demands can be offset by increasing the positive aspects of the job. You can achieve this goal by identifying and promoting the job positives that act as a buffer between your team members and the demands of their roles. These actions can include mentoring or coaching, training and development, providing regular constructive feedback, and increasing autonomy.
The books on leadership are as follows which are of course more than five:
1. The Effective Executive by Peter F. Drucker
2. Leadership and Self-Deception by The Arbinger Institute
3. Discipline Equals Freedom by Jocko Willink
4. Do not Shoot the Dog by Karen Pryor
5. Chop wood and Carry water by Joshua Medcalf
6. The Charisma Myth by Olivia Fox Cabane
7. The Dichotomy of Leadership by Jocko Willink
8. What got you here won’t get you there by Marshall Goldsmith
9. High Output Management by Andrew S. Grove
10. The Motive by Patrick Lencinio
11. Leadership is Language by L. David Marquet
12. Leadership Strategy and tactics by Jocko Willink
13. Fostering Grit by Thomas R. Hoerr
14. The new one-minute manager by Ken Blanchard & Spenscer Johnson M.D.
15. The Making of a Manager by Julie Zhuo
Besides if you do have any questions give me a call: https://clarity.fm/joy-brotonath