Product Description Successful Leadership Means More than Rising to the Top Author Creatively Compares Two Different Approaches to Management NEW HOPE, Pa. - Even top players in the competitive business world can demonstrate flawed leadership abilities. In his new book, What Do I Do Now? Becoming a 21st Century Leader (now available through AuthorHouse), Ted Farrington, Ph.D., effectively illuminates the difference between simply filling the executive role and executing excellent management techniques. Farrington draws from his experience in research and development to create an intriguing tale of two fictional business leaders, Catherine and Marcus. Both graduated with advanced technical degrees and have spent 20 years progressing through the ranks of large corporations. They are now both vice presidents and chief technical officers of their respective companies. Both are in charge of the same number of employees and allotted the same annual budget, but the similarities stop there. Catherine works an average of 50 hours per week compared to Marcus' 80 plus. Despite this, Marcus only achieves half the productivity, and his employees dread coming to work each day. How does Catherine do it? Farrington examines these two case studies to reveal the different points at which management can impact the entire work force, either positively or negatively. Whereas Catherine sees every project and new position as a learning opportunity, Marcus fails to leave his comfort zone and try new things, which includes more effectively utilizing his employees skills. "This book clarifies, in a very practical way, the differences between leading and managing, between enabling growth and controlling it, between inspiring and giving orders. I plan to use it in our leadership development," writes Gina Colarelli O'Connor, MBA program director at Lally School of Management, Rensselaer Polytechnic Institute and author of Radical Innovation, How Mature Companies Can Outsmart Upstarts. Farrington was born and raised in upstate New York. He received a bachelor's degree in math and physics and a master's degree in math from Clarkson College of Technology and later earned a Master of Science in chemical engineering from the California Institute of Technology. After working in industry for a few years, he received his doctorate in chemical engineering from the University of Maine. He has 25 years of experience in a variety of different roles in research and development, from scientist to corporate officer, and holds 19 U.S. patents. He currently lives with his wife, Gail, in New Hope, Pa, and enjoys running marathons. What Do I Do Now? is his first book. About the Author Ted Farrington was born and raised in upstate New York where he worked many hours on a dairy farm through his teenage years. He received a BS degree in Math and Physics along with an MS in Math from Clarkson College of Technology in 1975. In 1977 he obtained an MS degree in Chemical Engineering from Caltech and, after working in industry a few years, received his PhD in Chemical Engineering from the University of Maine. His R&D career has spanned 25 years in different settings. He has worked in R&D with several well-known corporations in roles ranging from scientist to vice president and corporate officer. He holds 19 US patents. During the late 1980’s he spent a few years teaching at the graduate school level but ultimately returned to industry. He has also been involved with several university-industrial-government consortia during his career. While Ted is certainly well-traveled during his career, this has given him the opportunity to observe many different R&D models and leadership styles at work. Ted firmly believes that most workers are greatly underutilized and the problem can be traced to managers and leaders who refuse to leave their comfort zones so others can excel. He currently works for a Fortune 100 company and lives in New Hope, PA with his wife Gail. Excerpt