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Line of Advantage provides a groundbreaking and comprehensive account of the new grand strategy that emerged in Japan under Abe Shinzō. Michael J. Green draws on on two decades of access to Abe and other Japanese political, military, and business leaders, assessing the strengths and weaknesses of Japan's approach.

Ironclad considers the present and historical realities of the global U.S. alliance network by examining the theoretical underpinnings of why states align among others and further informs the reader on the practice of alliance management in the twenty-first century.

Previous research on leader effectiveness in intercultural encounters has focused on the 'cultural congruence proposition' which indicates that leaders from one culture encountering followers from a different culture should modify their behaviour away from their own values towards the collective values of the followers in order to enhance their effectiveness. This proposition appears to contradict the basic tenets of authentic leadership theory which indicate that effective leaders align their behaviour strictly with their own values. This article proposes a theoretical model which draws upon each perspective and integrates them to reconcile this apparent conflict. The model suggests that effective cross-cultural leaders use both self-regulation and their cultural intelligence to engender optimum ratings from their followers.