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Although the film was made in 1980 it wasn't released until 1982.The Las Vegas scenes were filmed at the MGM Grand Hotel.Angelina Jolie made her first screen appearance in Hal Ashby's 1982 comedy LOOKIN' TO GET OUT, which starred and was coscripted by her father, Jon Voight. Her following film was 1993's CYBORG 2: GLASS SHADOW.

"Cohen and Bradford give both leaders and followers the tangible tools they need to create high performance. Their transformational leadership system is both sophisticated enough to capture the realities of life in today's organizations and simple enough to be immediately useful to managers in any part of the world. This book will be read, re-read, and sent to bosses everywhere."--Rosabeth Moss Kanter, author of Rosabeth Moss Kanter on the Frontiers of Management

"In Power Up, Bradford and Cohen not only convincingly argue the benefits of leading by building a shared responsibility team, they also describe in detail how to do it. Loaded with many powerful examples and detailed cases that bring their concepts to life, this book will inspire any leader."--Jerry Porras, coauthor of Built to Last and Lane Professor of Organizational Behavior and Change, Stanford Business School

"Traditional assumptions about the roles of managers and subordinates are barriers to long-range success . . . Bradford and Cohen provide practical insights into how to transform the leadership systems of modern business organizations, and these insights should be shared among employees and managers at all levels."--Yotaro Kobayashi Chairman and CEO, Fuji-Xerox

"Post-heroic leadership and shared responsibility teams have made a big difference in how we operate at Autodesk. Power Up is critical reading for every manager in high-tech." --Carol Bartz President and CEO, Autodesk

"Power Up's message is clear: in today's business arena, global players must rely on shared leadership, not a single voice. Post-heroic leaders place responsibility where the knowledge is: at every level. Siemens is committed to this new way of working."--Dr. Heinrich von Pierer President and CEO, Siemens

Countless articles and books have called for an end to "heroic," command-and-control management. In principle, at least, business has heeded that call. Acknowledging the need for employee leadership and shared responsibility, companies worldwide have invested heavily in every variety of employee-empowerment program. Yet, such reform efforts seldom have any lasting effect, and managers and subordinates quickly slip back into old follow-the-leader patterns of thinking and behaving.

Does this mean that the skeptics were right all along? Are participative management, self-directed work teams, and other popular empowerment programs just part of a futile effort to change "human nature"? Not at all, say David L. Bradford and Allan R. Cohen in this practical follow-up to their international bestsellers Managing for Excellence and Influence Without Authority. They show conclusively that to believe this grossly underestimates human capabilities and sacrifices any chance for success in today's fiercely competitive global marketplace.

Drawing upon close observation of successful leaders and followers, Bradford and Cohen reconceptualize shared leadership to show how it requires tough and decisive behavior from managers and those who report to them. The authors provide a blueprint for making it work personally and in your organization, whatever your position or formal power.

Exercising their critically acclaimed talent for translating complex concepts into actionable advice and guidance, they show how to create a dynamic, supercharged organizational culture of shared responsibility. Using many real-life examples and vignettes, the authors reveal the mind-traps that keep organizations locked into outmoded concepts of leadership. A pathbreaking contribution to the new leadership from two pioneers in the field, Power Up arms managers with the concepts and tools to release the potential of employees for greater heights of productivity and performance.

Stemming from research in their previous book, Managing for Excellence, David Bradford of Stanford University and Allan Cohen of Babson College have developed a new "leadership system" based on reciprocal behavior between managers and subordinates. In Power Up: Transforming Organizations Through Shared Leadership, they diagram this model and show corporations how to adopt it. Blasting the fundamental assumption that leaders are responsible for everything within a company (and any unit therein), they suggest that management actually is the responsibility of everyone and offer ways to encourage such behavior even when resistance exists.

"Managing for Excellence is above all usable. Its helpful, down-to-earth advice can transform any leader from merely good to positively outstanding. These are the ideas managers can not only admire but act on as well—the highest compliment for a manager's guidebook." —Rosabeth Moss Kanter Author of The Change Masters

The bestseller that revolutionized management's vision of itself

In the mid-1980s, the notion that the most successful managers are no longer heroic, but share power and responsibility, was so revolutionary that it bordered on heresy. But the ideas championed by David Bradford and Allan Cohen in Managing for Excellence proved so effective that, virtually overnight, thousands of skeptical upper-level managers became true believers.

Managing for Excellence isn't just for CEOs, presidents, and veeps—the battle-tested methods laid out in this book help middle managers turn the strategic designs of upper management into reality. Bradford and Cohen reveal how great managers succeed by bringing out the best in their employees. They show managers how to:

• Develop a cohesive team that jointly owns critical management issues
• Deal with difficult problems head-on and make core decisions through consensus
• Encourage healthy competition against objective standards of excellence
• Be decisive leaders while encouraging input from team members
• Manage daily procedures, adapt to change, and maintain a vision of the future simultaneously

A dancer lies on a sidewalk, her blood seeping into the snow. And the Detectives of the 87th precinct are learning about ice-but not the kind you may think. It's all about diamonds, a multimillion dollar showbix scam and a killer who always seems to be one step ahead of the police.