Tribal: How the Cultural Instincts That Divide Us Can Help Bring Us Together
By Michael Morris, the Chavkin-Chang Professor of Leadership
With our social, political, and business world becoming increasingly fractured, the need to confront our differences is growing. In Tribal, Morris implores readers to rethink the tribes that define us, and consider how modern human psychology is still tied to evolutionary instincts that help—and hurt—our ability to work together. While we may no longer live as clans, Morris posits that we are often bound by the instinct to conform, emulate respected group members, and follow the methods of prior generations. Through cutting-edge research, current and histor- ical events, and business case studies, Morris gives readers the power to create positive change.
Mindmasters: The Data-Driven Science of Predicting and Changing Human Behavior
By Sandra Matz, the David W. Zalaznick Associate Professor of Business
Big data’s influence can seem overwhelming and downright scary. Algorithms have unprecedented access to our minds, encouraging us to make particular choices. This psychological targeting can be manipulative, but it can also be empowering. In Mindmasters, Matz explains how big data can be used for good, helping us to improve our mental health, make better financial decisions, and break out of echo chambers. Through her research-backed insight, Matz helps readers understand what their digital footprints reveal about them and how to gain power over the data that defines them.
The Employee Advantage: How Putting Workers First Helps Business Thrive
By Stephan Meier, the James P. Gorman Professor of Business
Putting humans first is key to creating a successful and resilient business, Meier argues in The Employee Advantage. Building on the foundation of customer-centric tactics that many organizations already have in their arsenal, Meier makes the strong case for creating a human-centric workplace that puts employees at—or even above—customers. By enhancing the employee experience, leaders can attract top talent, increase workplace efficiency, and gain a unique competitive advantage that will allow their companies to forge a path of profitability and innovation.
Inspire: The Universal Path for Leading Yourself and Others
By Adam Galinsky, the Paul Calello Professor of Leadership and Ethics
To be a leader that inspires means elevating, motivating, and guid- ing others to become a better version of themselves. Featuring decades of social psychology research, Inspire shows leaders how their behavior, words, and presence can mean the difference between being inspiring and being infuriating. Galinsky breaks down the three universal characteristics of truly inspiring leaders, helping leaders to become effective decision makers, problem solvers, and value creators.
