Behavioral Economics for Leaders
Research-Based Insights on the Weird, Irrational, and Wonderful Ways Humans Navigate the Workplace
Kiadó: Wiley
Megjelenés dátuma: 2023. január 5.
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USD 29.00
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10 281 (9 792 Ft + 5% áfa )
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A termék adatai:
| ISBN13: | 9781119982975 |
| ISBN10: | 1119982979 |
| Kötéstípus: | Keménykötés |
| Terjedelem: | 256 oldal |
| Méret: | 215x160x38 mm |
| Súly: | 454 g |
| Nyelv: | angol |
| 0 |
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Hosszú leírás:
Every leader should know the surprising research and strange conclusions of behavioral economics--for fairness, teamwork and productivityYou and your colleagues don't always make rational decisions. Sometimes that's a problem that leaders must address, and and sometimes that can be a good thing--when employees put their colleagues interests ahead of their own. Dr. Matthias Sutter, a leading economist from Germany's world-renowned Max Planck Institute explains the latest surprising insights based on behavioral economics research. The book explains how people tick, how they react to incentives (monetary or non-monetary in nature) and what that means for working together--or against each other--at work.Dr. Sutter summarizes new and classic behavorial science research that applies the everyday business world, so leaders can improve teams and organizations, the research-based way. Find out which factors are important for professional success, from career entry to senior management.* Start your career on the right footing, advance quicker, and strategize how to meet your goals* Understand what's holding your colleagues back from productivity and implement evidence-based changes* Identify hidden biases in yourself and others to overcome inequalities and inefficiencies* Become a better leader and decision-maker by learning to interpret people's actionsIndividuals, organizations, and teams will benefit from the often-counterintuitive wisdom in this book. Based on the author's 20 years of research--plus the findings of the world's top behavioral economists--Behavioral Economics for Leaders can help you get your team and your organization where you want to lead it.
Tartalomjegyzék:
Acknowledgments xiIntroduction: Why Do Smart People Behave Strangely? xiiiPart I Behavioral Economics for Your Career 11 The Taller You Are, The Higher Your Salary? 32 The Job Interview
-
- It's Tougher for Women 73 Working from Home Is Great
-
- But It May Hurt Your Career 114 Social Skills Are Worth More Now Than 10 Years Ago
-
- Much More 155 Fifty Percent of People Find a New Job Through Their Social Networks
-
- Weak Connections Matter More Than Strong Ones 196 When Finding a New Job, Rigidly Structuring Your Day Is a Power Move 237 Better "Zappa" Than "Adams"
-
- Why Coming Later Alphabetically Gives You an Unfair Advantage 278 Job Hunting and Patience 31Part II Behavioral Economics for Hiring and Retaining Talent 359 Startups with a Larger Share of Women Last Longer 3710 The Unintended Positive Side Effects of Employee Referral Programs 4111 Managers Make Systematic Hiring Mistakes
-
- Machines Can Help 4512 Why Employers Prefer Employees Who Don't Job Hop 4913 Look for Candidates Who Demonstrate Patience and Long
- Term Thinking 5314 Unintended Negative Consequences of Salary Transparency 57Part III Behavioral Economics for Managers: Teamwork, Motivation, and Productivity 6115 Prejudiced Managers Hurt Employee Productivity
-
- More by Neglect and Lack of Engagement Than Active Discrimination 6316 When It's Hot Outside, People Are More Risk Averse and Make Worse Decisions 6717 Managers with Good People Management Skills Increase Employee Satisfaction and Reduce Turnover 7118 Can You Trust Your Bankers? The Finance Industry Attracts Less
- Trustworthy People 7519 Peer Pressure Productivity: Employees Are Influenced by the Productivity of Others Around Them 7920 Employees Who Don't Support the Company Mission Are 50% Less Productive Employees 8321 The More Collaborative Your Team Members, the More Fish You Will Catch 8722 Empowering Employees Saves Lives: The Co
- Determination Bonus 9123 Good Leaders Model the Behavior They Want to See in Others
-
- and Employees Imitate It 9524 Selfish Leaders End Up with Selfish Followers 99Part IV Behavioral Economic Research on Gender Differences and Unequal Pay: Women Are More Risk Averse (and Men Overestimate Themselves) 10325 An Argument for Gender Quotas in Employment: They Can Help Attract Highly Qualified Women 10526 The More Competitive Your Attitude, the Higher Your Lifetime Earnings 10927 Willingness to Compete Starts by Early Childhood: The Pivotal Role of the Family 11328 Cultural Conditioning Helps Explain Differing Male and Female Attitudes Toward Competition 11729 A "Nudge" for Reducing the Male/Female Wage Gap 12130 Women Leaders Earn More and Revenue per Employee Goes Up When Women Are on the Board 125Part V the Economic Benefits of Fairness and Trust 12931 Trust Is an Economic Asset; Lack of Trust Is Expensive 13132 A Little Accountability Goes a Long Way: Trust Works Best When Monitoring Is Possible but Not Used 13533 Why It's Important to Explain Difficult Employee Decisions: Treating One Employee Unfairly Hurts Everyone's Productivity 13934 Communicating Good Intentions Gets You a Better Outcome 143Part VI Salary and Bonuses 14735 Paying People More Doesn't Mean They'll Make Better Decisions 14936 Team Bonuses Motivate Employees to Work Harder
-
- and to Help Each Other More 15337 Nobody Wants to Be Below Average; How Performance Bonuses Can Hurt Productivity and Job Satisfaction 15738 The Limits of Homo Economicus: Employees Underperform If Their Performance
- Based Bonus Hurts Their Colleagues' Bonus 16139 Wall Street Bonuses Incentivize Unhealthy Risk Taking
-
- and Increase Systemic Risk 16540 Don't Incentivize Employees to Sabotage Colleagues: The Problems with Relative Performance Bonuses 169Part VII Ethics in Companies and on the Markets 17341 Markets Hurt Morality: Government Intervention Can Help 17542 Unethical Behavior Rises and Falls with Incentives
-
- Make It Hard for People to Get Rich Doing the Wrong Thing 17943 Small
- Scale Cheating Can Lead to Major Corruption: Leaders Should Not Tolerate Minor Ethical Violations 18344 People Care More About the Environment When They Know Their Organization Cares Too 18745 The Stunted Career Path of Whistleblowers: Employees View Them As Disloyal 19146 A Bad Corporate Culture Can Turn Honest People into Liars 195Part VIII Leadership and the C
- Suite 19947 Visionary Leaders Outperform Operations
- Oriented Leaders Over the Long Term 20148 The Four Traits That Set CEOs Apart from Other Managers: Strategic Thinking, Charisma, Intellectual/Social Skills, and Focus on Results 20549 Leaders Who Focus on Short
- Term Results Innovate Less and Lower Company ROI 20950 Charismatic Leaders Inspire Their People to Deliver Better Results 213Appendix: All Takeaways
-
-for Impatient Readers 217Source Materials 227About the Author 233Index 235
-
- It's Tougher for Women 73 Working from Home Is Great
-
- But It May Hurt Your Career 114 Social Skills Are Worth More Now Than 10 Years Ago
-
- Much More 155 Fifty Percent of People Find a New Job Through Their Social Networks
-
- Weak Connections Matter More Than Strong Ones 196 When Finding a New Job, Rigidly Structuring Your Day Is a Power Move 237 Better "Zappa" Than "Adams"
-
- Why Coming Later Alphabetically Gives You an Unfair Advantage 278 Job Hunting and Patience 31Part II Behavioral Economics for Hiring and Retaining Talent 359 Startups with a Larger Share of Women Last Longer 3710 The Unintended Positive Side Effects of Employee Referral Programs 4111 Managers Make Systematic Hiring Mistakes
-
- Machines Can Help 4512 Why Employers Prefer Employees Who Don't Job Hop 4913 Look for Candidates Who Demonstrate Patience and Long
- Term Thinking 5314 Unintended Negative Consequences of Salary Transparency 57Part III Behavioral Economics for Managers: Teamwork, Motivation, and Productivity 6115 Prejudiced Managers Hurt Employee Productivity
-
- More by Neglect and Lack of Engagement Than Active Discrimination 6316 When It's Hot Outside, People Are More Risk Averse and Make Worse Decisions 6717 Managers with Good People Management Skills Increase Employee Satisfaction and Reduce Turnover 7118 Can You Trust Your Bankers? The Finance Industry Attracts Less
- Trustworthy People 7519 Peer Pressure Productivity: Employees Are Influenced by the Productivity of Others Around Them 7920 Employees Who Don't Support the Company Mission Are 50% Less Productive Employees 8321 The More Collaborative Your Team Members, the More Fish You Will Catch 8722 Empowering Employees Saves Lives: The Co
- Determination Bonus 9123 Good Leaders Model the Behavior They Want to See in Others
-
- and Employees Imitate It 9524 Selfish Leaders End Up with Selfish Followers 99Part IV Behavioral Economic Research on Gender Differences and Unequal Pay: Women Are More Risk Averse (and Men Overestimate Themselves) 10325 An Argument for Gender Quotas in Employment: They Can Help Attract Highly Qualified Women 10526 The More Competitive Your Attitude, the Higher Your Lifetime Earnings 10927 Willingness to Compete Starts by Early Childhood: The Pivotal Role of the Family 11328 Cultural Conditioning Helps Explain Differing Male and Female Attitudes Toward Competition 11729 A "Nudge" for Reducing the Male/Female Wage Gap 12130 Women Leaders Earn More and Revenue per Employee Goes Up When Women Are on the Board 125Part V the Economic Benefits of Fairness and Trust 12931 Trust Is an Economic Asset; Lack of Trust Is Expensive 13132 A Little Accountability Goes a Long Way: Trust Works Best When Monitoring Is Possible but Not Used 13533 Why It's Important to Explain Difficult Employee Decisions: Treating One Employee Unfairly Hurts Everyone's Productivity 13934 Communicating Good Intentions Gets You a Better Outcome 143Part VI Salary and Bonuses 14735 Paying People More Doesn't Mean They'll Make Better Decisions 14936 Team Bonuses Motivate Employees to Work Harder
-
- and to Help Each Other More 15337 Nobody Wants to Be Below Average; How Performance Bonuses Can Hurt Productivity and Job Satisfaction 15738 The Limits of Homo Economicus: Employees Underperform If Their Performance
- Based Bonus Hurts Their Colleagues' Bonus 16139 Wall Street Bonuses Incentivize Unhealthy Risk Taking
-
- and Increase Systemic Risk 16540 Don't Incentivize Employees to Sabotage Colleagues: The Problems with Relative Performance Bonuses 169Part VII Ethics in Companies and on the Markets 17341 Markets Hurt Morality: Government Intervention Can Help 17542 Unethical Behavior Rises and Falls with Incentives
-
- Make It Hard for People to Get Rich Doing the Wrong Thing 17943 Small
- Scale Cheating Can Lead to Major Corruption: Leaders Should Not Tolerate Minor Ethical Violations 18344 People Care More About the Environment When They Know Their Organization Cares Too 18745 The Stunted Career Path of Whistleblowers: Employees View Them As Disloyal 19146 A Bad Corporate Culture Can Turn Honest People into Liars 195Part VIII Leadership and the C
- Suite 19947 Visionary Leaders Outperform Operations
- Oriented Leaders Over the Long Term 20148 The Four Traits That Set CEOs Apart from Other Managers: Strategic Thinking, Charisma, Intellectual/Social Skills, and Focus on Results 20549 Leaders Who Focus on Short
- Term Results Innovate Less and Lower Company ROI 20950 Charismatic Leaders Inspire Their People to Deliver Better Results 213Appendix: All Takeaways
-
-for Impatient Readers 217Source Materials 227About the Author 233Index 235
