ntroduction: Brave leaders and courage cultures -- The moment and the myths -- The call to courage -- The armory -- Shame and empathy -- Curiosity and grounded confidence -- Living into our values -- Braving trust -- Learning to rise. Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don't pretend to have the right answers. We stay curious and ask the right questions. We don't see power as finite and hoard it. We know that power becomes infinite when we share it with others. We don't avoid difficult conversations and situations. We lean into vulnerability when it's necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the exact same time as we're scrambling to figure out what we have to offer that machines and artificial intelligence can't do better and faster. What can we do better? Empathy, connection, and courage, to start. Brene.. Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture?

"Culture and Social Behavior covers a range of topics from
differences in basic cognitive processes to broad level
cultural syndromes that pervade social arrangements, laws,
and public representations. Leading researchers in the
study of culture and psychology describe their work and
their current perspective on the important questions
facing the field. Pioneers in the field such as Harry
Triandis and Michael Bond present their work, along with
those who represent some newer approaches to the study of
culture. Richard E. Nisbett concludes the book by
discussing the historical development of the field and an
examination of which aspects of culture are universal and
which are culture-specific. By illustrating both the
diversity and vitality of research on the psychology of
culture and social behavior, the editors hope this volume
will stimulate further research from psychologists of many
cultural traditions."--BOOK JACKET