If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule.
" Professor of management Robert I. Sutton, the best-selling author of The No Asshole Rule , explores how good and bad bosses affect the workplace and what distinguishes one from the other." The Washington Post
"Good Boss, BadBossis devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses."Stanford Graduate School of Business
"What Sutton offers in Good Boss, Bad Boss is a well organized and well justified collection of practices and ways to sense how well those practices are working." Mc Geesmusings
"Good Boss, Bad Bossis about the best bosses and what they do. It’s not about incompetent or even mediocre bosses." Workplace Psychology
"Good Boss, Bad Boss is a sequel to his last book, drawing on the many questions posed in emails, blogs, articles, and ongoing conversations about what constitutes a good boss, a bad boss, and the culture of the workplaces they inhabit/direct. " Introit
The New Boss is a guide for newly appointed senior managers to make a successful leadership transition.
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Leaders worthy of the name understand and accept that they are appointed as much for their values and courage as for administrative skills or visionary outlook. They always keep their word to be as binding as a signed legal document. The climate created by leaders has more impact on employees than
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If you want to be a successful boss, you have to convince people that your words and deeds pack a punch.
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Many companies and leaders show little interest in subjecting their business practices and decisions to the same scientific rigor they would use for technical or medical issues. Every day there are opportunities for companies to use better information to gain an advantage over the competition, doing so simply entails using evidence-based