{"product_id":"behavioral-economics-for-leaders-isbn-9781119982975","title":"Behavioral Economics for Leaders","description":"\u003cp\u003e\u003cb\u003eEvery leader should know the surprising research and strange conclusions of behavioral economics--for fairness, teamwork and productivity\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eY\u003c\/i\u003eou 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.\u003c\/p\u003e \u003cp\u003eDr. 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.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eStart your career on the right footing, advance quicker, and strategize how to meet your goals\u003c\/li\u003e \u003cli\u003eUnderstand what’s holding your colleagues back from productivity and implement evidence-based changes\u003c\/li\u003e \u003cli\u003eIdentify hidden biases in yourself and others to overcome inequalities and inefficiencies\u003c\/li\u003e \u003cli\u003eBecome a better leader and decision-maker by learning to interpret people’s actions\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eIndividuals, 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—\u003ci\u003eBehavioral Economics for Leaders \u003c\/i\u003ecan help you get your team and your organization where you want to lead it.\u003c\/p\u003e \u003cp\u003eAcknowledgments xi\u003c\/p\u003e \u003cp\u003eIntroduction: Why Do Smart People Behave Strangely? xiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Behavioral Economics for Your Career 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1 The Taller You Are, The Higher Your Salary? 3\u003c\/p\u003e \u003cp\u003e2 The Job Interview— It’s Tougher for Women 7\u003c\/p\u003e \u003cp\u003e3 Working from Home Is Great— But It May Hurt Your Career 11\u003c\/p\u003e \u003cp\u003e4 Social Skills Are Worth More Now Than 10 Years Ago— Much More 15\u003c\/p\u003e \u003cp\u003e5 Fifty Percent of People Find a New Job Through Their Social Networks— Weak Connections Matter More Than Strong Ones 19\u003c\/p\u003e \u003cp\u003e6 When Finding a New Job, Rigidly Structuring Your Day Is a Power Move 23\u003c\/p\u003e \u003cp\u003e7 Better “Zappa” Than “Adams”— Why Coming Later Alphabetically Gives You an Unfair Advantage 27\u003c\/p\u003e \u003cp\u003e8 Job Hunting and Patience 31\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II Behavioral Economics for Hiring and Retaining Talent 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9 Startups with a Larger Share of Women Last Longer 37\u003c\/p\u003e \u003cp\u003e10 The Unintended Positive Side Effects of Employee Referral Programs 41\u003c\/p\u003e \u003cp\u003e11 Managers Make Systematic Hiring Mistakes— Machines Can Help 45\u003c\/p\u003e \u003cp\u003e12 Why Employers Prefer Employees Who Don’t Job Hop 49\u003c\/p\u003e \u003cp\u003e13 Look for Candidates Who Demonstrate Patience and Long- Term Thinking 53\u003c\/p\u003e \u003cp\u003e14 Unintended Negative Consequences of Salary Transparency 57\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III Behavioral Economics for Managers: Teamwork, Motivation, and Productivity 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e15 Prejudiced Managers Hurt Employee Productivity— More by Neglect and Lack of Engagement Than Active Discrimination 63\u003c\/p\u003e \u003cp\u003e16 When It’s Hot Outside, People Are More Risk Averse and Make Worse Decisions 67\u003c\/p\u003e \u003cp\u003e17 Managers with Good People Management Skills Increase Employee Satisfaction and Reduce Turnover 71\u003c\/p\u003e \u003cp\u003e18 Can You Trust Your Bankers? The Finance Industry Attracts Less- Trustworthy People 75\u003c\/p\u003e \u003cp\u003e19 Peer Pressure Productivity: Employees Are Influenced by the Productivity of Others Around Them 79\u003c\/p\u003e \u003cp\u003e20 Employees Who Don’t Support the Company Mission Are 50% Less Productive Employees 83\u003c\/p\u003e \u003cp\u003e21 The More Collaborative Your Team Members, the More Fish You Will Catch 87\u003c\/p\u003e \u003cp\u003e22 Empowering Employees Saves Lives: The Co- Determination Bonus 91\u003c\/p\u003e \u003cp\u003e23 Good Leaders Model the Behavior They Want to See in Others— and Employees Imitate It 95\u003c\/p\u003e \u003cp\u003e24 Selfish Leaders End Up with Selfish Followers 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart IV Behavioral Economic Research on Gender Differences and Unequal Pay: Women Are More Risk Averse (and Men Overestimate Themselves) 103\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e25 An Argument for Gender Quotas in Employment: They Can Help Attract Highly Qualified Women 105\u003c\/p\u003e \u003cp\u003e26 The More Competitive Your Attitude, the Higher Your Lifetime Earnings 109\u003c\/p\u003e \u003cp\u003e27 Willingness to Compete Starts by Early Childhood: The Pivotal Role of the Family 113\u003c\/p\u003e \u003cp\u003e28 Cultural Conditioning Helps Explain Differing Male and Female Attitudes Toward Competition 117\u003c\/p\u003e \u003cp\u003e29 A “Nudge” for Reducing the Male\/Female Wage Gap 121\u003c\/p\u003e \u003cp\u003e30 Women Leaders Earn More and Revenue per Employee Goes Up When Women Are on the Board 125\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart V the Economic Benefits of Fairness and Trust 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e31 Trust Is an Economic Asset; Lack of Trust Is Expensive 131\u003c\/p\u003e \u003cp\u003e32 A Little Accountability Goes a Long Way: Trust Works Best When Monitoring Is Possible but Not Used 135\u003c\/p\u003e \u003cp\u003e33 Why It’s Important to Explain Difficult Employee Decisions: Treating One Employee Unfairly Hurts Everyone’s Productivity 139\u003c\/p\u003e \u003cp\u003e34 Communicating Good Intentions Gets You a Better Outcome 143\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart VI Salary and Bonuses 147\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e35 Paying People More Doesn’t Mean They’ll Make Better Decisions 149\u003c\/p\u003e \u003cp\u003e36 Team Bonuses Motivate Employees to Work Harder— and to Help Each Other More 153\u003c\/p\u003e \u003cp\u003e37 Nobody Wants to Be Below Average; How Performance Bonuses Can Hurt Productivity and Job Satisfaction 157\u003c\/p\u003e \u003cp\u003e38 The Limits of Homo Economicus: Employees Underperform If Their Performance- Based Bonus Hurts Their Colleagues’ Bonus 161\u003c\/p\u003e \u003cp\u003e39 Wall Street Bonuses Incentivize Unhealthy Risk Taking— and Increase Systemic Risk 165\u003c\/p\u003e \u003cp\u003e40 Don’t Incentivize Employees to Sabotage Colleagues: The Problems with Relative Performance Bonuses 169\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart VII Ethics in Companies and on the Markets 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e41 Markets Hurt Morality: Government Intervention Can Help 175\u003c\/p\u003e \u003cp\u003e42 Unethical Behavior Rises and Falls with Incentives— Make It Hard for People to Get Rich Doing the Wrong Thing 179\u003c\/p\u003e \u003cp\u003e43 Small- Scale Cheating Can Lead to Major Corruption: Leaders Should Not Tolerate Minor Ethical Violations 183\u003c\/p\u003e \u003cp\u003e44 People Care More About the Environment When They Know Their Organization Cares Too 187\u003c\/p\u003e \u003cp\u003e45 The Stunted Career Path of Whistleblowers: Employees View Them As Disloyal 191\u003c\/p\u003e \u003cp\u003e46 A Bad Corporate Culture Can Turn Honest People into Liars 195\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart VIII Leadership and the C- Suite 199\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e47 Visionary Leaders Outperform Operations- Oriented Leaders Over the Long Term 201\u003c\/p\u003e \u003cp\u003e48 The Four Traits That Set CEOs Apart from Other Managers: Strategic Thinking, Charisma, Intellectual\/Social Skills, and Focus on Results 205\u003c\/p\u003e \u003cp\u003e49 Leaders Who Focus on Short- Term Results Innovate Less and Lower Company ROI 209\u003c\/p\u003e \u003cp\u003e50 Charismatic Leaders Inspire Their People to Deliver Better Results 213\u003c\/p\u003e \u003cp\u003eAppendix: All Takeaways—for Impatient Readers 217\u003c\/p\u003e \u003cp\u003eSource Materials 227\u003c\/p\u003e \u003cp\u003eAbout the Author 233\u003c\/p\u003e \u003cp\u003eIndex 235\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eMATTHIAS SUTTER\u003c\/b\u003e is a behavioral economist. He has been the Director of the Max Planck Institute for Research on Collective Goods in Bonn since 2017. He is also Professor of Experimental Economic Research at the Universities of Cologne and Innsbruck.   \u003c\/p\u003e\u003cp\u003eThe field of behavioral economics has shed new light on a wide variety of behavioral phenomena. An understanding of its often-counterintuitive wisdom is essential for leaders who wish to set themselves apart from the pack and maximize their positive impact on their colleagues and their companies. \u003c\/p\u003e\u003cp\u003eIn \u003ci\u003eBehavioral Economics for Leaders: Research-Based Insights on the Weird, Irrational, and Wonderful Ways Humans Navigate the Workplace\u003c\/i\u003e, renowned behavioral economist Matthias Sutter delivers a surprising and practical exploration of how people in the real world respond to incentives, work together, and behave in groups. This book applies new and classic research to the everyday business world so frontline organizational leaders can improve their organizations in an evidence-based way. \u003c\/p\u003e\u003cp\u003eYou’ll find out which factors are important for professional success, from the start of your career to retirement, learn to advance faster, and effectively strategize about how to meet your unique professional goals. You’ll discover what’s preventing your colleagues from realizing their full productivity and implement changes that unlock their potential. \u003c\/p\u003e\u003cp\u003eThe author explains how to become a better leader by interpreting and understanding the actions of your team members, as well as how to identify hidden biases in yourself and others so you can combat inequalities and inefficiencies. He offers a view of what makes people tick at work, allowing leaders to understand and, in some cases, predict the actions and reactions of their team members. \u003c\/p\u003e\u003cp\u003eAn essential exploration of the real-world implications of a highly practical and rarely understood discipline, \u003ci\u003eBehavioral Economics for Leaders\u003c\/i\u003e belongs on the bookshelves of managers, executives, directors, and other business leaders who seek to transform their teams and organizations into high-performing units.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eDISCOVER WHAT MAKES YOUR COLLEAGUES TICK AS YOU IMPROVE YOUR LEADERSHIP SKILLS AND PRODUCTIVITY WITH INSIGHTS FROM BEHAVIORAL ECONOMICS\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eBehavioral Economics for Leaders: Research-Based Insights on the Weird, Irrational, and Wonderful Ways Humans Navigate the Workplace\u003c\/i\u003e is an accessible and unique approach to implementing the many lessons of behavioral economics in your own leadership strategy. You’ll explore how and why your team members often don’t make rational decisions — and why that can be a good thing. \u003c\/p\u003e\u003cp\u003eFilled with surprising insights and based on solid economic research, the book summarizes the implications of behavioral economics for real-world leadership. You’ll learn what makes people tick in the office, how they react to incentives, and what that means for the ways in which we work—or fail to work—together. \u003c\/p\u003e\u003cp\u003eThe author also shares how to start your own career off on the right track, move up the ladder faster, and effectively strategize about how to meet your own particular career goals. \u003c\/p\u003e\u003cp\u003eAn essential guide to the timeless wisdom of behavioral economics as it applies to organizational leadership, \u003ci\u003eBehavioral Economics for Leaders\u003c\/i\u003e will be your ace-in-the-hole for improving the way you navigate the world of work and lead people within it.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988800258277,"sku":"NP9781119982975","price":29.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119982975.jpg?v=1761781638","url":"https:\/\/k12savings.com\/es\/products\/behavioral-economics-for-leaders-isbn-9781119982975","provider":"K12savings","version":"1.0","type":"link"}