Gardner, Howard. 1996. Leading Minds: An Anatomy of Leadership. Basic Books.
Effective leaders achieve power through the stories they tell. Moreover, effective leaders also "embody" their stories; they manifest the very values and messages that their stories promote. Gardner explores the lives of eleven men and women -- from politics, business, science, the military -- showing how their storytelling abilities were the common factors that made them all great leaders.

Tichey, N.M and E. Cohen. 1997. The Leadership Engine: How Winning Companies Build Leaders at Every Level
Harper Collins
Chapter 9, "Writing Your Leadership Story," restates Gardner's thesis that great leaders tell great stories, which create vision and motivate audienes. Moreover, Tichy goes one further to state that storytelling is not only a useful tool for leaders, but an essential pre-requisite. In chapter 4 he cites the personal stories ("Who am I?") that leaders use to energize others, and the "Who are we?" stories, referencing Jack Welsh (GE) and General Wayne Downing (US Special Operations Forces), in particular.

Brawer, Robert A. 1998. Fictions of Business: Insights on Management from Great Literature. John Wiley & Sons.
The author references and re-tells stories from great literature (Twain, Conrad, Dreiser, Heller, etc.) to teach management lessons and explore business themes.

Stewart, Thomas. 1998. The Cunning Plots of Leadership. Fortune, September 7. Available at http://www.pathfinder.com/fortune/1998/980907/lea.html.
"Nothing serves a leaders better than a knack for narrative. Stories anoint role models, impart values, and show how to execute indescribably complex tasks."

Hattersley, Michael. 1997. The Managerial Art of Telling a Story. Harvard Management Update, January.
"Stories can be the best way to package meaning and spur others on to achieve. At the most basic level, storytelling can help a manager gain and hold his audience's attention. But if the story is good enough, it can also lift individuals and organizations to take the risks that keep life an adventure."

Weil, Elizabeth. 1999. Every Leader Tells a Story. Fast Company, issue 15. Available at http://www.fastcompany.com/online/15/rftf.html.
"Forget bullet points and slide shows. The best leaders use stories to answer three simple questions: Who am I? Who are we? Where are we going?" Hewlett-Packard, IBM, and other companies are highlighted.

O'Shea, J., and Madigan, C. 1997. Dangerous Company: The Consulting Powerhouses and the Businesses They Save and Ruin
Random House, New York.
There are numerous "stories" here about the successes and failures of consultants.

Collyns, Napier. 1993. Chapter Six in Griffin, E. (Ed.), The Reflective Executive. Crossroads, New York.

Schwartz, Peter. 1991. Art of the Long View. Doubleday Currency, New York.

Mitroff, I. and R.H. Kilmann. 1975. Stories Managers Tell: A New Tool for Organizational Problem Solving. Management Review July, pp. 18-28.
Describes a method of understanding the (differing) personalities of managers by asking them to tell a story about their ideal company. The stories told conform to Jungian personality types so much that the ideal company of one manager may be another manager's hell. Methods are outlined to resolve these differences and help managers deal with differing points of view.

Barry, D. and M. Elmes. 1997. Strategy retold: Toward a narrative view of strategic discourse. Academy of Management Review 22(2):429-452. Available at http://mason.gmu.edu/~mabosaid/vorg/strategy.htm.