Good Boss, Bad Boss

How to Be the Best and Learn from the Worst

by Robert I. Sutton

Number of pages: 352

Publisher: Business Plus

BBB Library: Leadership

ISBN: 9780446556071



About the Author

Robert I. Sutton is Professor of Management Science and Engineering at Stanford.

Read More...

Editorial Review

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. 

Book Reviews

" 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

Books on Related Topics

The New Boss is a guide for newly appointed senior managers to make a successful leadership transition.
The New Boss

The New Boss is a guide for newly appointed senior managers to make a successful leadership transition.

In the early 1960s, Douglas McGregor defined contrasting assumptions about the nature of humans in the workplace. These assumptions are the basis of Theory X and Theory Y teachings. Theory X assumes that people are lazy and will avoid work whenever possible. Theory Y, on the other hand, assumes that people
The Art of Demotivation

In the early 1960s, Douglas McGregor defined contrasting assumptions about the nature of humans in the workplace. These assumptions are the basis of Theory X and Theory Y teachings. Theory X assumes that people are lazy and will avoid work whenever possible. Theory Y, on the other hand, assumes that people

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
The Allure of Toxic Leaders

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

Transformations that ignore health and focus only on performance are 1.5 times more likely to fail in the long run.  The good news here is that research and experience both tell us that performance and health are not in conflict, but are complementary. To see why, consider a sports team that
Beyond Performance

Transformations that ignore health and focus only on performance are 1.5 times more likely to fail in the long run.  The good news here is that research and experience both tell us that performance and health are not in conflict, but are complementary. To see why, consider a sports team that

In Walk the Walk, Alan Deutschman offers a new take on the true nature of great leadership. Though some experts make it seem complicated, it is actually breathtakingly simple. According to Deutschman, most leaders focus too much on what they say and not nearly enough on setting an example. This book shows
Walk the Walk

In Walk the Walk, Alan Deutschman offers a new take on the true nature of great leadership. Though some experts make it seem complicated, it is actually breathtakingly simple. According to Deutschman, most leaders focus too much on what they say and not nearly enough on setting an example. This book shows

Smart Trust has met the strict scrutiny of business leaders around the globe and is validated by research from multiple sources that confirms that high-trust organizations outperform low-trust organizations by nearly three times. Smart Trust shares findings that verify how enduring success, vitality, and happiness are directly related to the level of trust in
Smart Trust

Smart Trust has met the strict scrutiny of business leaders around the globe and is validated by research from multiple sources that confirms that high-trust organizations outperform low-trust organizations by nearly three times. Smart Trust shares findings that verify how enduring success, vitality, and happiness are directly related to the level of trust in

The Levity Effect is no laughing matter. It is a serious work of notification about the powerful influence of laughter and lightness on organizational performance and personal health. It proves the theory that you can work hard, reach impressive goals, and still have fun doing it. It is really a humorous,
The Levity Effect

The Levity Effect is no laughing matter. It is a serious work of notification about the powerful influence of laughter and lightness on organizational performance and personal health. It proves the theory that you can work hard, reach impressive goals, and still have fun doing it. It is really a humorous,

Wisdom to Share

If you are a boss, your success depends on staying in tune with how others think, feel and react to you.

The best bosses don’t just recruit people with stellar solo skills; they bring in employees who will weave their talents with others.

The best bosses spark collective imagination by creating a safety zone where people can talk about twisted and half-baked ideas, test them, and fail without ridicule, punishment or ostracism.

Psychological safety is the key to creating a workplace where people can be confident enough to act without undue fear of being ridiculed, punished or fired.

If you want to be a successful boss, you have to convince people that your words and deeds pack a punch.

The success or failure of every boss hinges on how well or how badly he navigates these vexing and all-too-human relationships.

The success or failure of every boss hinges on how well or how badly he navigates these vexing and all-too-human relationships.

Books by the same Author

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
Hard Facts

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

auto-complete API tutorial