{"product_id":"behavioral-economics-for-leaders-9781119982975","title":"Behavioral Economics for Leaders","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\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","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407199019351,"sku":"9781119982975","price":18.69,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119982975.jpg?v=1730498536","url":"https:\/\/bookcurl.com\/products\/behavioral-economics-for-leaders-9781119982975","provider":"Book Curl","version":"1.0","type":"link"}