The only woman to receive the Congressional Medal of Honor for her service during the Civil War, Dr. Mary E. Walker (1832-1919) was a surgeon, a public lecturer, and an outspoken champion of women's rights. One of the first women in the country to be awarded a medical degree, she served as an assistant surgeon for the 52nd Ohio Infantry and was cited for valor in going behind enemy lines to attend to the sick. Though her early career was highly distinguished, her subsequent life became controversial and, in some respects, tragic. Always a woman of great independence, she publicly expressed strong opinions about the need for women's rights and harshly criticized prevailing patriarchal attitudes and the enforced subservience of women. After the war she published Hit, an enigmatically titled book in which she advanced her radical ideas on topics from love and marriage and dress reform to woman's suffrage and religion. With an insightful foreword by Walker specialist Mercedes Graf (professor of psychology, Governors State University, University Park, Illinois), this new edition of a little-known work by a pioneering feminist will be of great interest to anyone concerned about women's rights.

Today's law firm is an entity in flux. Economic and technological disruption - along with a range of other factors - have contributed to this change, meaning that firms are not what they used to be. It is therefore a necessity that the way they are managed also needs to change. This means, among many things, the need to corporatize the running of the firm; a move away from the focus on the billable hour towards more intangible activities such as business development and marketing and - perhaps the most important factor - the development of a new kind of leader within the legal landscape. The new kind of leader now demanded by a transformed legal profession is not readily forthcoming, however. Legal culture stresses individualism and independence, which is reinforced by firm governance, practice management, and performance management systems that are ill-suited to foster supportive and collaborative leadership practices; lawyers are trained and conditioned to be combative, autonomous, and didactic. To position oneself as a contender in a fast-moving and competitive market, the legal leader of the future must push back against these trends by acting strategically, engaging in people management, investing in their employees, and creating a working environment that places emphasis on communication, teamwork, and growth and development. Legal leadership: a handbook for future success combines the latest and most relevant intelligence from those on the frontline of law firm leadership and management, to serve as the catalyst for change and the foundation on which a strong leadership practice can be built. Drawing on their expertise and experience, our authors - ranging from behavioral psychologists to senior management figures and pofessional coaches -present a wide range of competencies and strategies to cultivate as part of a leader's personal and professional development. Whether you are already a member of your firm's senior management, or in a junior position with big aspirations, Legal leadership: a handbook for future success provides the essential tools to equip you to become a leader of the future.