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Produktbild: Behavioral Economics for Leaders

Behavioral Economics for Leaders Research-Based Insights on the Weird, Irrational, and Wonderful Ways Humans Navigate the Workplace

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

05.01.2023

Verlag

John Wiley & Sons Inc

Seitenzahl

256

Maße (L/B/H)

23,3/15,8/2,4 cm

Gewicht

448 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-119-98297-5

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

05.01.2023

Verlag

John Wiley & Sons Inc

Seitenzahl

256

Maße (L/B/H)

23,3/15,8/2,4 cm

Gewicht

448 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-119-98297-5

EU-Ansprechpartner

Zeitfracht Medien GmbH
Ferdinand-Jühlke-Straße 7
99095 Erfurt
DE
produktsicherheit@zeitfracht.de

Herstelleradresse

Wiley & Sons
1 Oldlands Way
PO22 9NQ Bognor Regis
GB
trade@wiley.com

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  • Produktbild: Behavioral Economics for Leaders

  • Acknowledgments xi

    Introduction: Why Do Smart People Behave Strangely? xiii

    Part I Behavioral Economics for Your Career 1

    1 The Taller You Are, The Higher Your Salary? 3

    2 The Job Interview- It's Tougher for Women 7

    3 Working from Home Is Great- But It May Hurt Your Career 11

    4 Social Skills Are Worth More Now Than 10 Years Ago- Much More 15

    5 Fifty Percent of People Find a New Job Through Their Social Networks- Weak Connections Matter More Than Strong Ones 19

    6 When Finding a New Job, Rigidly Structuring Your Day Is a Power Move 23

    7 Better "Zappa" Than "Adams"- Why Coming Later Alphabetically Gives You an Unfair Advantage 27

    8 Job Hunting and Patience 31

    Part II Behavioral Economics for Hiring and Retaining Talent 35

    9 Startups with a Larger Share of Women Last Longer 37

    10 The Unintended Positive Side Effects of Employee Referral Programs 41

    11 Managers Make Systematic Hiring Mistakes- Machines Can Help 45

    12 Why Employers Prefer Employees Who Don't Job Hop 49

    13 Look for Candidates Who Demonstrate Patience and Long- Term Thinking 53

    14 Unintended Negative Consequences of Salary Transparency 57

    Part III Behavioral Economics for Managers: Teamwork, Motivation, and Productivity 61

    15 Prejudiced Managers Hurt Employee Productivity- More by Neglect and Lack of Engagement Than Active Discrimination 63

    16 When It's Hot Outside, People Are More Risk Averse and Make Worse Decisions 67

    17 Managers with Good People Management Skills Increase Employee Satisfaction and Reduce Turnover 71

    18 Can You Trust Your Bankers? The Finance Industry Attracts Less- Trustworthy People 75

    19 Peer Pressure Productivity: Employees Are Influenced by the Productivity of Others Around Them 79

    20 Employees Who Don't Support the Company Mission Are 50% Less Productive Employees 83

    21 The More Collaborative Your Team Members, the More Fish You Will Catch 87

    22 Empowering Employees Saves Lives: The Co- Determination Bonus 91

    23 Good Leaders Model the Behavior They Want to See in Others- and Employees Imitate It 95

    24 Selfish Leaders End Up with Selfish Followers 99

    Part IV Behavioral Economic Research on Gender Differences and Unequal Pay: Women Are More Risk Averse (and Men Overestimate Themselves) 103

    25 An Argument for Gender Quotas in Employment: They Can Help Attract Highly Qualified Women 105

    26 The More Competitive Your Attitude, the Higher Your Lifetime Earnings 109

    27 Willingness to Compete Starts by Early Childhood: The Pivotal Role of the Family 113

    28 Cultural Conditioning Helps Explain Differing Male and Female Attitudes Toward Competition 117

    29 A "Nudge" for Reducing the Male/Female Wage Gap 121

    30 Women Leaders Earn More and Revenue per Employee Goes Up When Women Are on the Board 125

    Part V the Economic Benefits of Fairness and Trust 129

    31 Trust Is an Economic Asset; Lack of Trust Is Expensive 131

    32 A Little Accountability Goes a Long Way: Trust Works Best When Monitoring Is Possible but Not Used 135

    33 Why It's Important to Explain Difficult Employee Decisions: Treating One Employee Unfairly Hurts Everyone's Productivity 139

    34 Communicating Good Intentions Gets You a Better Outcome 143

    Part VI Salary and Bonuses 147

    35 Paying People More Doesn't Mean They'll Make Better Decisions 149

    36 Team Bonuses Motivate Employees to Work Harder- and to Help Each Other More 153

    37 Nobody Wants to Be Below Average; How Performance Bonuses Can Hurt Productivity and Job Satisfaction 157

    38 The Limits of Homo Economicus: Employees Underperform If Their Performance- Based Bonus Hurts Their Colleagues' Bonus 161

    39 Wall Street Bonuses Incentivize Unhealthy Risk Taking- and Increase Systemic Risk 165

    40 Don't Incentivize Employees to Sabotage Colleagues: The Problems with Relative Performance Bonuses 169

    Part VII Ethics in Companies and on the Markets 173

    41 Markets Hurt Morality: Government Intervention Can Help 175

    42 Unethical Behavior Rises and Falls with Incentives- Make It Hard for People to Get Rich Doing the Wrong Thing 179

    43 Small- Scale Cheating Can Lead to Major Corruption: Leaders Should Not Tolerate Minor Ethical Violations 183

    44 People Care More About the Environment When They Know Their Organization Cares Too 187

    45 The Stunted Career Path of Whistleblowers: Employees View Them As Disloyal 191

    46 A Bad Corporate Culture Can Turn Honest People into Liars 195

    Part VIII Leadership and the C- Suite 199

    47 Visionary Leaders Outperform Operations- Oriented Leaders Over the Long Term 201

    48 The Four Traits That Set CEOs Apart from Other Managers: Strategic Thinking, Charisma, Intellectual/Social Skills, and Focus on Results 205

    49 Leaders Who Focus on Short- Term Results Innovate Less and Lower Company ROI 209

    50 Charismatic Leaders Inspire Their People to Deliver Better Results 213

    Appendix: All Takeaways-for Impatient Readers 217

    Source Materials 227

    About the Author 233

    Index 235