With artificial intelligence on the rise, the way we run our organisations will change—and drastically. But what exactly will that future look like? And who will take the leading role: machines or people? In this compelling new book, leading management guru David De Cremer identifies the key areas where algorithms will collide with human skills, and assesses the likely outcomes. Will your next boss be a robot? Can an AI boss display the human qualities that define a good leader: compassion, empathy, imagination, ethics, and strategic awareness? Drawing on his own research findings, and those from thought leaders around the world, the author presents fascinating insights into the challenges that an automated work environment poses for organisations of the future. Leadership by Algorithm offers some startling conclusions that make clear the true nature of the power struggle between man and machine. It also identifies the leadership qualities needed to deal with this struggle most effectively.
Too many decisions are taken too slowly or not at all because of the dithering behavior of our leaders, often leading to failure of the project, or worse, the organization. See how procrastination has led to major contemporary leadership failures and learn how to recognize and resolve the problem in yourself and others.
Leaders, don't let AI get the best of you. The AI transformation is underway, but where are the leaders who will ensure their companies implement AI successfully and responsibly? Up until now, leaders have largely ceded their role in the AI transformation, pushing strategy formulation out to tech teams and leaving investment decisions to groups that don't have a full view of the organization or its goals. Just when responsible leadership is more crucial than ever, leaders are abdicating their role in understanding and executing in the new world of human-machine collaboration. A generation of AI transformation failures awaits if leaders don't connect their use of AI to their strategies. This book helps leaders take control of the wildly rapid deployment of AI across organizations. Clearly and concisely, it focuses on the nine actions leaders need to take in order to successfully preside over the transition to a more AI-centric future that will lead to growth for all—companies and workers—and avoid the kinds of mistakes that author David De Cremer has seen many early adopters make. What may surprise you is that the nine actions De Cremer focuses on are based on skills that are second nature to successful leaders: creating a vision, communicating well, and executing a strategy. But here he shows you how to apply these skills in the context of AI. This is not a book about mastering machine learning or any of the latest developments in AI technology itself. Rather, it's a clarion call for leaders to take their rightful place at the front of the AI revolution and lead their organizations successfully into the new world.
Everybody in business is involved in negotiating internally and externally. The impact of this can have consequences for revenue and profitability, so it is more important than ever to be an effective negotiator for business success. In Making Negotiations Predictable, two global experts give crucial insights into getting it right.
The future of AI is here. The world is transfixed by the marvel (and possible menace) of ChatGPT and other generative AI tools. It's clear Gen AI will transform the business landscape, but when and how much remain to be seen. Meanwhile, your smartest competitors are already navigating the risks and reaping the rewards of these new technologies. They're experimenting with new business models around generating text, images, and code at astonishing speed. They're automating customer interactions in ways never before possible. And they're augmenting human creativity in order to innovate faster. How can you take advantage of generative AI and avoid having your business disrupted? Generative AI: The Insights You Need from Harvard Business Review will help you understand the potential of these new technologies, pick the right Gen AI projects, and reinvent your business for the new age of AI. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future.
A year of HBR's essential thinking on tech—all in one place. Generative AI, Web3, neurotech, reusable rockets to power the space economy—new technologies like these are reshaping organizations at the hybrid office, on factory floors, and in the C-suite. What should you and your company be doing now to take advantage of the new opportunities these technologies are creating—and avoid falling victim to disruption? The Year in Tech 2024: The Insights You Need from Harvard Business Review will help you understand what the latest and most important tech innovations mean for your organization and how you can use them to compete and win in today's turbulent business environment. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future.
This book combines chapters written by leading social psychologists and economists, illuminating the developing trends in explaining and understanding economic behavior in a social world. It provides insights from both fields, communicated by eloquent scholars, and demonstrates through recent research and theory how economic behaviors may be more effectively examined using a combination of both fields. Social Psychology and Economics comes at a particularly fitting time, as a psychological approach to economics has begun to flourish in recent years, and papers exploring the intersection of these two disciplines have appeared in peer-reviewed journals, opening a dynamic dialogue between previously separated fields. This volume, the first in the Society for Judgment and Decision Making Series since acquired by Psychology Press, includes chapters by economists and psychologists. It addresses a variety of economic phenomena within a social context, such as scarcity and materialism, emphasizing the importance of integrating social psychology and economics. Social Psychology and Economics is arranged in seven parts that discuss: an introduction to the topic; preferences, utility, and choice; emotions; reciprocity, cooperation, and fairness; social distance; challenges to social psychology and economics; and collaborative reflections and projections. The market for this book is students, researchers, and professionals in the disciplines of economics, psychology, business, and behavioral decision making. Graduate students and upper-level undergraduate students will consider it a useful supplemental text.
Until very recently people in the financial world seemed primarily motivated to maximize profit overnight. In fact, the pursuit of immediate profits indeed seemed to be the solve drivers of their motivation making that a longer-term perspective was completely lacking. How did such narrow-minded culture survive for such a long time? Where did the idea of unlimited economic growth come from? How is it possible that supposedly smart people make short-sighted decisions that ultimately lead to financial disasters? In this book, David De Cremer provides several illustrations of what went on during the financial crisis to show how human emotions and cognitive errors drove people to deceive themselves and put short-term thinking ahead of long-term thinking. Although the implementation of new rules and regulation systems may work in dealing with the aftermath of the financial crisis to some extent it is by no means "the" solution. It is more important to gather insights that help people develop their own moral compass in which intrinsic motivation and social responsibility become key aspects. To achieve this state of moral awareness, bankers and managers will have to arrive at a better understanding of why people do the things they do. For this reason a behavioural and psychological approach to the happenings in the financial crisis is much needed.
Too many decisions are taken too slowly or not at all because of the dithering behavior of our leaders, often leading to failure of the project, or worse, the organization. See how procrastination has led to major contemporary leadership failures and learn how to recognize and resolve the problem in yourself and others.
Everybody in business is involved in negotiating internally and externally. The impact of this can have consequences for revenue and profitability, so it is more important than ever to be an effective negotiator for business success. In Making Negotiations Predictable, two global experts give crucial insights into getting it right.
Leaders, don't let AI get the best of you. The AI transformation is underway, but where are the leaders who will ensure their companies implement AI successfully and responsibly? Up until now, leaders have largely ceded their role in the AI transformation, pushing strategy formulation out to tech teams and leaving investment decisions to groups that don't have a full view of the organization or its goals. Just when responsible leadership is more crucial than ever, leaders are abdicating their role in understanding and executing in the new world of human-machine collaboration. A generation of AI transformation failures awaits if leaders don't connect their use of AI to their strategies. This book helps leaders take control of the wildly rapid deployment of AI across organizations. Clearly and concisely, it focuses on the nine actions leaders need to take in order to successfully preside over the transition to a more AI-centric future that will lead to growth for all—companies and workers—and avoid the kinds of mistakes that author David De Cremer has seen many early adopters make. What may surprise you is that the nine actions De Cremer focuses on are based on skills that are second nature to successful leaders: creating a vision, communicating well, and executing a strategy. But here he shows you how to apply these skills in the context of AI. This is not a book about mastering machine learning or any of the latest developments in AI technology itself. Rather, it's a clarion call for leaders to take their rightful place at the front of the AI revolution and lead their organizations successfully into the new world.
This volume deals with the human desire to live the good life, defined as seeking that which "is good, optimal, or ultimately desirable." While there may be different ways of achieving this goal, the pathways are similar in some ways. In exploring the ways in which these paths cross, Mortensen asserts that an ability to sustain optimal human relations--that is, healthy communication, interpersonal compatibility, and prosocial influence--is a standard against which the good life can be measured. Optimal Human Relations explores the favorable conditions for human beings to live the best possible way of life imaginable; it both argues the case for and documents recent advances in the study of social influences on everyday life. Social influences help to develop an expansive sense of intrinsic motivation in daily encounters with others. While optimal relations are not easily achieved or maintained, it is through healthy relationships that one may pursue pleasure and happiness--even meaning, importance, and significance with valued companions. The cultivation of physical, emotional, intellectual, and spiritual health through these relations generates an enhanced sense of well-being, growth, and maturity. Mature individuals are more likely to maintain optimal relations by counting daily blessings more than lamenting routine burdens. This inspirational conception of "the good life" invites productive inquiry into the conditions responsible for the pursuit of optimal conditions, fulfilled expectations, and a rich, vital, way of life. It is through this lens that Mortensen measures the good life, pointing to these aspects of human communication as a litmus test of the relative importance of individualistic and collective orientations. Along the way, the reader discovers who and what we are in relation to the quality of the world in which we reside alongside those who journey with us.
Hutchinson′s Great Groups is a great text! Any student considering leading groups should first read this book. The author′s warmth, empathy, and group leadership experience comes across in very engaging and practical ways. This book puts the reader right beside the author as he discusses leading groups." —John Q. Hodges, University of North Alabama Great Groups is a practical and inspirational guide that serves as a foundational text to creating and leading groups. Designed primarily for the beginning group worker from any of the helping professions, the book also acts as a valuable resource for those with more group experience. Grounded in theory, but with a strong focus on practice and skill development, David R. Hutchinson strives to connect directly with the reader with his personal and engaging writing style and "learn by doing" approach. Following a hypothetical group from start to finish, with a plethora of examples and reflection exercises in each chapter, the book has a threefold purpose: to provide the reader with specific tools for creating, understanding, and leading effective groups; to help the reader consider the application of theory to practice; and to spur the reader to seriously consider making group work a cornerstone of his or her professional practice.
A year of HBR's essential thinking on tech—all in one place. Generative AI, Web3, neurotech, reusable rockets to power the space economy—new technologies like these are reshaping organizations at the hybrid office, on factory floors, and in the C-suite. What should you and your company be doing now to take advantage of the new opportunities these technologies are creating—and avoid falling victim to disruption? The Year in Tech 2024: The Insights You Need from Harvard Business Review will help you understand what the latest and most important tech innovations mean for your organization and how you can use them to compete and win in today's turbulent business environment. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future.
Section 1. Overview and purpose -- section 2. Perspectives from adult development literature -- section 3. Fundamental aspects of adult development -- section 4. Learning-based approaches to leadership -- section 5. Integrative theory of leader development -- section 6. Future directions.
This volume contains 30 chapters that provide an up-to-date account of key topics and areas of research in political psychology. In general, the chapters apply what is known about human psychology to the study of politics. Chapters draw on theory and research on biopsychology, neuroscience, personality, psychopathology, evolutionary psychology, social psychology, developmental psychology, cognitive psychology, and intergroup relations. Some chapters address the political psychology of political elites-their personality, motives, beliefs, and leadership styles, and their judgments, decisions, and actions in domestic policy, foreign policy, international conflict, and conflict resolution. Other chapters deal with the dynamics of mass political behavior: voting, collective action, the influence of political communications, political socialization and civic education, group-based political behavior, social justice, and the political incorporation of immigrants. Research discussed in the volume is fuelled by a mix of age-old questions and recent world events"--
This groundbreaking study reveals how social connections are far more important than we thought, showing us the steps we can take to build better relationships and improve our lives. Social connection is as essential for our health and happiness as a balanced diet and regular exercise. It reduces our risk of stroke, heart disease, and Alzheimer’s. It enhances our creativity and adds years to our life span. Yet many of us struggle to form strong and meaningful bonds—and the problem lies not with our personalities but with a series of cognitive biases that stop us from fulfilling our social potential. In The Laws of Connection, award-winning science writer David Robson describes the psychological barriers that lead us to keep others at a distance and offers evidence-based strategies to overcome them. Drawing on philosophy, neuroscience, and cutting-edge psychology, Robson introduces readers to new concepts such as the liking gap, the novelty penalty, the fast-friendship procedure, the beautiful mess effect, and the Japanese art of amae. Whether we are shy or confident, introvert or extrovert, we can all build deeper relationships. The Laws of Connection shows us how.
Social psychology is one of the most intriguing and captivating areas of psychology, as it has a profound influence on our everyday lives; from our shopping habits to our interactions at a party. Social psychology seeks to answer questions that we think and talk about with each other every day; questions such as: Why do some people behave differently when on their own, to when they’re with a group? What leads individuals sometimes to hurt and sometimes to help one another? Why are we attracted to certain types of people? How do some persuade others to do what they want? The new edition of Social Psychology has been revised to introduce a more flexible structure for the teaching and studying of social psychology and includes up-to-date, international research in the area. There is an emphasis throughout on the critical evaluation of published research, in order to encourage critical thinking about the various topics. Applied examples across the chapters help to highlight the relevance, and hence the impact, that the theories and methods of this fascinating subject have upon the social world. Key Features Include: Research Close-Up: Following a brand new style, this feature matches the layout used in real research papers, providing an accessible introduction to journal articles and the research methods used by social psychologists. Focus On: Fully revised from the previous edition, these boxes now look at opposing viewpoints, controversial research or alternative approaches to topics within social psychology, offering a more critical outlook on topics and prompting the questioning of the validity of published research. Recommended Readings: New to this edition, recommended further readings of both classic and contemporary literature have been added to each chapter, providing a springboard for further consideration of the topic. Connect Psychology is McGraw-Hill’s digital learning and teaching environment. Students – You get easy online access to homework, tests and quizzes designed by your instructor. You get immediate feedback on how you’re doing, making it the perfect platform to test your knowledge. Lecturers – It gives you the power to create auto-graded assignments, tests and quizzes online. The detailed visual reporting allows you to easily monitor your students’ progress. In addition, you can still access key support materials for your teaching, including a testbank, seminar materials and lecture support. Visit: http://connect.mcgraw-hill.com for more details.
Drawing on extensive research and the authors’ own experiences as coaches and mentors, the book offers a critical perspective on the theory and practice of coaching and mentoring. The Third Edition is split into four parts and has been updated to include the contemporary debates, issues and influences in the field. It features a collection of new international case-studies, drawn from the USA, Africa, Asia and South America, along with an increased emphasis on current topics such as internal coaching schemes, e-technologies and social media. In addition to these features, there are four new chapters: Perspectives on Coaching and Mentoring from around the Globe – Comparing case studies written by practitioners in locations around the world. The Skilled Coachee – An examination of the role of coachee in the coaching and mentoring process. Question of Ethics – A chapter devoted to the ethical issues inherent in coaching and mentoring. Towards a Meta-Theory – A chance for the reader to conceive new ways to engage with theory and practice. The book is complemented by a companion website featuring a range of tools and resources for instructors and students, including PowerPoint slides, flash-cards and access to full text SAGE Journal articles. Suitable reading for students on coaching and mentoring modules.
With artificial intelligence on the rise, the way we run our organisations will change—and drastically. But what exactly will that future look like? And who will take the leading role: machines or people? In this compelling new book, leading management guru David De Cremer identifies the key areas where algorithms will collide with human skills, and assesses the likely outcomes. Will your next boss be a robot? Can an AI boss display the human qualities that define a good leader: compassion, empathy, imagination, ethics, and strategic awareness? Drawing on his own research findings, and those from thought leaders around the world, the author presents fascinating insights into the challenges that an automated work environment poses for organisations of the future. Leadership by Algorithm offers some startling conclusions that make clear the true nature of the power struggle between man and machine. It also identifies the leadership qualities needed to deal with this struggle most effectively.
Dysfunctional organizations result from individual behavior and the cultures they develop. Many individuals have directly experienced some form of dysfunctional behavior, including trauma from nonfatal workplace violence, bullying, harassment, violence, and unsafe work practices. These and other unacceptable workplace behaviors pose significant problems in organizations. Psychological safety deals with these behaviors and prevents organizations from becoming dysfunctional. It may not be “the” way to prevent dysfunctions, but it certainly is “a” way. This book uses simple and direct words to describe forms of behavior that are obstacles to developing psychological safety. It then provides practical guidance for what can and should be done to remove those obstacles. A unique framework (V-REEL) enables a better understanding of how and why behaviors are associated with dysfunctional organizations. It indicates the value of having psychologically, psychosocially, and physically safe workplaces. Its use helps the reader to carefully identify factors that erode or chip away safe workplaces as well as factors that enable or help to create them.
The past decade has seen a number of developments that threaten the very fabric of how marketing activities have traditionally been conducted. On one hand, consumers are increasingly socially networked and value-conscious, with heightened expectations of how companies will react to their demands. Along with the challenges, however, come new opportunities: the growth of behavioural economics and the emergence of new data collection techniques, for instance, give marketers unprecedented access to previously hidden aspects of consumer behavior. Clearly, ‘business as usual’ is not an option for marketing managers who want their firms to stay in the game. To help managers adapt to the rapidly changing business environment, Flux offers a collection of the very best thinking on key areas of marketing activity and decision-making. Each chapter is written by a leading expert in a specific ‘new’ marketing subject area, from managing brands to dealing with new media, and addresses substantive challenges in that area while providing steps for taking action. The book’s integrated approach makes it an excellent resource not only for marketing managers but any managers dealing with customers.
Organizational Behaviour by Buchanan and Huczynski is one of the best established books in this field. The authors' popular blend of social science underpinning, challenging assumptions, applying theory to practice, and using movies to explore topical issues, makes this an ideal introduction to the subject. This text can be used by undergraduate, postgraduate, and professional students as it assumes no prior knowledge of the social sciences in general, or of organizational behaviour.
The industrial era organizations used dualistic leadership theory, which regarded followers as objects of leaders' influence to socialize them into passive followership irrespective of context and outcome. Consequently, organizations focused on leadership and condemned active followership as a toxic behavior that sabotages organizational processes and outcomes. However, the emergence of relational leadership theory in the information era flattened organizational structure, which created a greater need for collaboration within and across sectors. In this new era, organizations cannot survive without responsible individuals who could be productive as both leaders and followers. As a result, organizations are experiencing high demand for active followership throughout organizational ranks, roles, and relationships. Nonetheless, since followership studies are still in their infancy, there is hardly any information on how followers develop and enact active followership. Whereas some studies established followership identity, role, and behaviors, and identified factors influencing their development, none has explored how they do so. This study offers a theory of followership development and enactment anchored in a seamless paradigm that can be used to expand leadership theory beyond dualistic tendencies that absolutized the differences among leadership variables despite their seamlessness. Therefore, it enhances organizational desire and capacity to develop and engage star followers effectively.
Written by four leading researchers in the study of prosocial behavior, this book introduces a new perspective on prosocial behavior for the 21st century. Building on the bystander intervention work that has defined this area since the 1960s, The Social Psychology of Prosocial Behavior examines prosocial behavior from a multilevel perspective that explores the diverse influences that promote actions for the benefit of others and the myriad ways that prosocial actions can be manifested. The authors expand the breadth of the field, incorporating analyses of biological and genetic factors that predispose individuals to be concerned for the well being of others, as well as planned helping such as volunteering and organizational citizenship behavior and cooperative behavior within and between groups. They identify both the common and the unique processes that underlie the broad spectrum of prosocial behavior. Each chapter begins with a question about prosocial behavior and ends with a summary that answers the question. The final chapter summarizes the questions and the answers that research provides. Conceptual models that elaborate on and extend the multilevel approach to prosocial behavior are used to tie these findings together. The book concludes with suggestions for future research. The Social Psychology of Prosocial Behavior addressesthe following: *the evolution of altruistic tendencies and other biological explanations of why humans are predisposed to be prosocial; *how the situation and motives that are elicited by these situations affect when and how people help; *the causes and maintenance of long-term helping, such as volunteering; *how prosocial behavior changes over time and the developmental processes responsible for these changes; *the consequences of helping for both the people who provide it and those who receive it; *helping and cooperation within and between groups and the implications of these actions. This accessible text is ideal for advanced courses on helping and altruism or prosocial behavior, taught in psychology, sociology, management, political science, and communication, or for anyone interested in learning more about prosocial behavior in general.
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