Complete Bibliography & Further Reading
The science behind essential leadership qualities
UBALeader2 is built on decades of rigorous research in leadership theory, organizational behavior, and character development. This page provides a comprehensive bibliography of the academic works, books, and research papers that inform the product's 22 essential leadership qualities. Each source is available through Amazon with direct purchase links.
The foundational leadership research upon which UBALeader2's 22 qualities are built:
1998 • Thomas Nelson
The foundational work on timeless leadership principles. Maxwell identifies 21 laws that transcend time, culture, and context—principles that determine a leader's effectiveness. This work has sold millions of copies and shaped leadership development worldwide.
2001 • HarperBusiness
Based on rigorous research into companies that made the leap from good to great, Collins identifies "Level 5 Leadership"—a paradoxical blend of personal humility and professional will. This research revolutionized our understanding of what makes leaders truly effective.
1989 • Addison-Wesley
Often called "the dean of leadership studies," Bennis presents leadership as a journey of self-discovery. His work established that leaders are made, not born—and that self-knowledge is the foundation of effective leadership.
Research demonstrating that EQ matters more than IQ for leadership effectiveness:
2002 • Harvard Business Review Press
The definitive work on emotional intelligence in leadership. Research shows that the emotional task of the leader is primal—it's the original and most important act of leadership. A leader's emotions are contagious.
1995 • Bantam Books
The groundbreaking book that introduced emotional intelligence to the mainstream. Goleman's research demonstrates that emotional competencies are twice as important as technical skills and IQ combined for leaders.
The paradigm that great leaders serve first and lead second:
1977 • Paulist Press
The paradigm-shifting work that established serving others as the foundation of great leadership. Greenleaf's test: "Do those served grow as persons? Do they become healthier, wiser, freer, more autonomous?"
2001 • Three Rivers Press
A practical application of servant leadership principles in organizational settings. Autry shows how putting people first creates business success.
Research on integrity, character, and trust as the foundation of leadership:
2006 • Free Press
Covey demonstrates that trust is the one thing that changes everything in leadership. When trust is high, speed increases and costs decrease. Character and competence together create credibility.
2007 • Jossey-Bass
Based on interviews with 125 leaders, George identifies the importance of authentic leadership—leading from your values, your story, and your true self rather than adopting others' styles.
2000 • Berrett-Koehler
A profound exploration of how self-deception undermines leadership. When we see others as objects rather than people, we create the very problems we blame them for.
Research on persuasion, communication, and how leaders inspire action:
2009 • Portfolio
Sinek's "Golden Circle" concept shows that inspiring leaders communicate from the inside out—starting with why, then how, then what. People don't buy what you do; they buy why you do it.
2002 • McGraw-Hill
Essential skills for leaders navigating high-stakes conversations. The ability to speak persuasively while maintaining safety and mutual respect is a defining leadership capability.
Peer-reviewed research underlying UBALeader2's evidence-based approach:
Goleman, D. (1998). Harvard Business Review, 76(6), 93-102.
The landmark paper demonstrating that emotional intelligence—not IQ or technical skills—is the sine qua non of leadership. Identifies five components of EI: self-awareness, self-regulation, motivation, empathy, and social skill.
Bass, B. M. (1990). Leadership Quarterly, 1(1), 19-31.
Foundational research on transformational leadership—the ability to inspire followers to exceed expectations through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
Goleman, D. (2000). Harvard Business Review, 78(2), 78-90.
Research identifying six leadership styles (coercive, authoritative, affiliative, democratic, pacesetting, coaching) and their impact on organizational climate and results. Effective leaders flexibly apply multiple styles.
Collins, J. (2001). Harvard Business Review, 79(1), 66-76.
Research from the Good to Great study showing that the highest-level leaders combine extreme personal humility with intense professional will—a paradoxical combination that drives exceptional organizational performance.
Wright, T. A., & Goodstein, J. (2007). The Leadership Quarterly, 18(3), 321-336.
Research demonstrating that leader character (integrity, honesty, humility) is foundational to sustainable leadership effectiveness—supporting UBALeader2's focus on character development.
Google Scholar is a free academic search engine that indexes peer-reviewed papers, theses, books, and conference proceedings from universities and research institutions worldwide.
Unlike regular Google, Scholar focuses exclusively on academic and scholarly sources—the original research that books like those above are based on.
Use Google Scholar when you want to:
Note: Some papers require institutional access or purchase, but many are freely available as PDFs.
Transform leadership research into daily inspiration with UBALeader2's 22 modules and 2,200+ curated quotes.