About Us

Contributions for The 2010 Pfeiffer Annual: Leadership Development

We’re Seeking Contributions for The 2010 Pfeiffer Annual: Leadership Development

We would like to invite you to write an article for The 2010 Pfeiffer Annual: Leadership Development, published by Pfeiffer, an Imprint of Wiley.  The two key themes of this year’s book are Leadership for Growth and Leadership for Engagement.


At a time when growth continues to be the key challenge for companies throughout the world, emerging economies are moving through one growth cycle while mature economies struggle to re-invent themselves. We will focus on the leadership implications of this challenge and how leaders in different parts of the world are being developed to deal with their particular markets, as well as the global challenges of growth in an interdependent world.


Employee engagement—how leaders motivate and enable their employees in a time of uncertainty and how leaders work through the transitions of growth and the demands of ever increasing competition—is the other focus of the 2010 Annual.  Engaging employees from many countries in a large global enterprise requires leaders who are experienced with diversity, differing cultures, and motivation across generational differences.  Engaging employees to give their all and obtain their insights during different local corporate and economic lifecycles, requires leaders who can make the connection between changes in the economic, social, and competitive landscapes and practices that bring out the best in their employees.


For each of these topics, you are invited to contribute an article which addresses the current state of theory and research, methods for assessing and developing leaders, or case studies involving best practices and examples from practitioners and internal professions.  Your article should emphasize any one of these three aspects, or address all three. We want articles that have an “edge”—articles that will challenge our colleagues, provoke discussion and reaction, and inspire the reader.  We are seeking authors who are willing to share their personal experiences, including failures as well as successes, that readers will find valuable.


Articles should be in the range of 8-12 pages.  Length is not as important as raising a challenging issue, providing new insights, or sharing experiences and creative practices.  About 25-30 authors will be selected from organizational settings, academia, and consulting. If your work is included, we will provide editing and supporting publicity. 


The deadline for submission is January 1, 2009.  Please indicate your interest and topic for a chapter, on or before November 1, 2008, by sending a note to the editors at leadership.annual@hevanet.com, or if you already know us, please reach out.  For any questions, please contact our associate Michaelene Kyrala, Delta Oliver Wyman Executive Learning Center at (503) 419 5392. 


Please take advantage of this opportunity to contribute to a book that endeavours to bring the freshest ideas about leadership to the most important leadership issues in the world today.  We look forward to hearing from you. 




David Dotlich

Peter Cairo

Stephen Rhinesmith

Ron Meeks



Pfeiffer Annual 2010 - Topics


Growth – How do we define “growth” and why is this topic important to the field of leadership development. 


·    Growth in emerging markets:

§  What are the opportunities and how is leadership development different in emerging markets

§  What does it take to lead and develop leaders?

§  How is a growth leader in emerging markets different from any other growth leader?


·    Growth through mergers and acquisition

§  What are the leadership requirements for succeeding in merger integration?

§  Why do so many mergers and acquisitions fail? How can the leader avoid predictable obstacles to success?


·    Organic growth: Innovation as a growth driver

§  What is the leader’s role in driving innovation?

§  How does innovation deliver growth?

§  What are the requirements for creating a culture and climate for innovation?


·    What is a growth leader: Current research and practice on the assessment and development of growth leaders

§  What are the characteristics that all growth leaders have in common?

§  What are the keys to developing growth leaders?

§  Who has the potential to be a growth leader?

§  What are the organization levers for growth?



Engagement – What do we mean by employee engagement and why is this topic important to the field of leadership development?


·    What are the forces that have triggered such a strong interest in employee engagement?

§  What impact do the forces of technology and globalization have on employee engagement?

§  What is the connection between the growth imperative that every company faces and employee engagement?

§  What’s happening in organizational life that makes employee engagement so important?


·    What is the impact of employee engagement on organizational performance?

§  What are the business outcomes that can be influenced by employee engagement?

§  How did employee engagement become a business imperative?


·    What are the best methods for assessing employee engagement?

§  The advantages and pitfalls of surveys: From insight to action

§  Advances in the measurement of employee engagement


·    How do you build a culture of employee engagement?

§  What does a fully engaged culture look like?

§  What does the leader need to do to build a culture of engagement?


·    How do you leverage employee engagement to reduce turnover and increase commitment, motivation and individual performance?

§  What do we know about the impact of engagement on employee success and satisfaction?

§  What are the obstacles to successful engagement?



Section Framework


Each topic area (i.e. growth and engagement) will be divided into sections.  Each section will consist of articles that cover one or more of the following:


·    Current state: theory (or new ideas) and research

·    Applications: methods for assessing and developing leaders

·    Case studies: Best practices and examples from practitioners and internal professionals

·    Future challenges