Reading, according to the adage, is one of the most efficient ways to get knowledge, and leaders require a vast amount of general information in order to keep perspective and capitalize on opportunities. However, reading does more than just provide us a toolbox of ideas. It strengthens our analytical tools, especially our judgment and problem-solving abilities. Some of the professionals compared the general knowledge of readers and television watchers. The readers not only knew more, but they were also better at spotting lies.

Ratan Tata is a former chairman of Tata Sons and an Indian philanthropist and industrialist. As an outstanding philanthropist, he once famously stated, Businesses must go beyond their companies' interest in the communities they serve. Tata's writings and book suggestions provide an intriguing glimpse into the world of entrepreneurship as well as life lessons learned by the renowned industrialist over the course of his long career. He has read and written many books which are inspirational too.

According to me, all the books are good to read and here are the five selective  books a  leader  can go for:

Leaders Eat Last by Simon Sinek

Simon takes us to the next level of understanding why some organizations do better than others in his bestselling sophomore book, Leaders Eat Last, by describing all aspects of the leadership problem. To be successful, a company's executives must comprehend the underlying purpose of its organization and utilize that reason as a northstar not only in how they do business, but also in how they care for individuals under their supervision.  Leadership is more than just controlling numbers. It is about assisting people in thriving and finding purpose in their work. When leaders look after their people, the numbers will look after themselves. Unfortunately, it appears that many leaders and organizations have lost sight of this essential reality. 

Start with Why by Simon Sinek

Simon Sinek's book Start with Why contends that the most successful leaders and organizations are those that can clearly define their ‘why’ -- their purpose, cause, or belief. According to the author, people don't purchase what you do; they buy why you do it. The book begins by distinguishing between those who lead and those who follow. According to the author, leaders who inspire others to act do so because they begin with the why - the purpose, cause, or belief that drives their activities. Because their why resonates with the followers' values and beliefs, these leaders are able to instill trust and loyalty in their followers. The author then proposes The Golden Circle, a paradigm for comprehending how leaders and organizations inspire others. The Golden Circle is divided into three sections: Why, How, and What. The ‘Why’ represents the motivation, reason, or belief that drives an organization's or leader's actions. The "How" symbolizes the organization's or leader's unique approach to attaining their goals, while the "What" represents the products or services that the organization or leader provides.

The 7 Habits of Highly Effective People by Stephen R. Covey

Stephen R. Covey's 1989 book The 7 Habits of Highly Effective People is a business and self-help book. Covey defines effectiveness as the balance between achieving desired goals and caring for what causes those results. He illustrates this with the parable of the goose that laid golden eggs. He says that efficacy can be stated in terms of the P/PC ratio, where P refers to achieving the intended results and PC is concerned with what causes the results.

Dare to Lead by Brené Brown

People all across the world are frequently wondering how to become a better leader. Every day, managers, CEOs, and executives battle to determine what they require to become more productive. Unfortunately, they frequently place too much emphasis on the wrong things, such as titles, position, and power. A leader, however, is not only someone with the greatest position; she is anyone who accepts responsibility for recognising the potential in people and ideas. Furthermore, she is willing to pursue that potential. Leaders with bravery engage in challenging conversations and situations, lean into vulnerability, and demonstrate understanding and connection. So, how do you raise braver, more courageous leaders? And how do you instill the value of courage in your organization? Fortunately, bold leadership consists of four skill sets that are entirely teachable, observable, and measurable. It will be difficult, but it will be worthwhile. As you read, you'll discover the risks of perfectionism, how vulnerability requires courage, and what skydiving can teach you about leadership.

Good to Great by Jim Collins

Good to Great by Jim C. Collins is one of the best-selling management books of all time, with over four million copies sold to date. Good to exceptional, the follow-up to his international best-seller Built to Last, focuses on how both mediocre and good companies can rise above their stagnant status quo to become exceptional organizations. Few people attain greatness in their lives because they settle for a comfortable life too early. The same may be said for businesses. Indeed, the vast majority of organizations achieve an appropriate level of operation, but instead of progressing beyond this point, they just stagnate. With this in mind, Collins posed a simple question to himself: Can good firms become great, and if so, how?

Collins assembled a team of researchers, and together they identified a group of 11 companies out of a possible 1,435 that had spent 15 years at or below the general level of the stock market, and then went through a transformation that saw them earn at least three times the stock market level over the next 15 years.

Collins and his team then established a set of comparison companies. Companies in the same industries as the good-to-great companies who either did not make the leap from excellent to great or made a short-term shift to great but failed to sustain their success were included.

 

One of the most important takeaways from Good to Great is that at the leadership of every good-to-great organization is a level five leader. A level five leader, according to Collins, is an executive who leaves an enduring legacy of brilliance through a paradoxical blend of humility and professional tenacity. Such leaders do not let their egos dictate their judgements; their aim is above all for the company's success, not for their own.