J. Keith Murnighan

Award-winning business professor Keith Murnighan teaches us how doing less will get you more in Do Nothing!Would you like to go on holiday without having to check daily that your team is doing its job? Can you turn off your phone and your email, knowing that everything is under control?For most managers this is just a dream. But Do Nothing! reveals that such a 'hands off' approach is both achievable and highly effective.In this compelling and imaginative book, award-winning business professor Keith Murnighan shows how really successful leaders create a culture of independence and trust. Identify the team members who you can rely on - then step aside and let them do their jobs. With a raft of provocative suggestions ('ignore performance goals!', 'de-emphasize profits!'), Do Nothing! proves that behaving naturally can work against you. Doing less will get you more.'A compelling analysis...Allows leaders to both work less and be better at their craft' Robert Cialdini, author of Influence'This rare book provides a refreshing perspective and tangible advice on leadership that isn't available anyplace else' Bob Sutton, author of The No Asshole Rule J. Keith Murnighan is an award-winning professor at the Kellogg School of Management at Northwestern University and an active consul­tant and trainer for a host of companies around the world. His research has been cited in The Wall Street Journal, The New York Times, The Econo­mist, and Forbes. He lives in Evanston, Illinois.

How to Stop Overmanaging and Become a Great Leader

Do Nothing!

Imagine you’ve just come back to work after a two-week vacation during which you actually relaxed, without calling in or checking e-mail. You discover that there are no pressing issues and that, on the contrary, your team scored a big new customer and fixed a nagging problem during your absence. No red flags or fires to put out. Sadly, for most leaders this scenario is only a dream. They constantly check on what’s happen­ing because they expect the worst (and usually get it). But Keith Murnighan shows that not only is “do nothing” leadership possible, it is also far more effective than doing too much. Great leaders don’t work; they facilitate and orchestrate. They think of great strategies and help others implement them. They spend their time preparing for the future. They take a comprehensive view of their terrain while also noticing key details so they can confidently choose the right forks in the road. In other words, great leaders don’t do any­thing—except think, make key decisions, help people do their jobs better, and add a touch of organizational control to make sure the final recipes come out okay. In sharp contrast, most leaders are too busy actually working to do these things—and their teams suffer as a result. Do Nothing!’s practical strategies and true stories will show you how to set high expec­tations for your team and watch it rise to the challenge. It will help you establish a healthier culture by trusting people more than they expect to be trusted. And it will help you overcome your natural tendencies toward micromanagement so you can let people do their jobs—even when you know you could do their jobs better. As Murnighan writes, “My experience suggests that you will be surprised—wildly surprised. Peo­ple on your team will reveal skills you never knew they had and will accomplish things that go far beyond your estimate of their capabilities. They might not do things the way you would do them, but they will get results you never expected. Every­one has hidden talents, and most leaders never discover them. Before you reject this approach, ask yourself: what if you did nothing and it actu­ally worked?”

Discover the Power of Hands-Off Leadership

David De Cremer

Marcel Zeelenberg

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.

Social Psychology and Economics

Jan K. Brueckner

James R. Millar

Gregory C. Nicolaidis

James C. McKeown

Orace Johnson

Peter F. Colwell

Richard Boland

Richard V. Evans

Walter W. McMahon

Clemon F Sirmans

Jagdish N Sheth

Robert E. Verrecchia

Soong H. Park

The Effects of Leaving a Stable Coalition

Defectors, Traitors, and Relative Power

Rolf van Dick

This book is one of the first to provide an overview of recent developments in social psychological theory as it applies to organizational issues. It brings together outstanding scholars whose research touches the interfaces of social psychology , IO psychology and organizational behavior. Social psychology deals with social interactions between individuals and groups. As individuals populate, run, and confuse (!) organizations, analyzing individual behavior and interpersonal interactions is critical for understanding organizational effectiveness and success, as well as individual satisfaction and well-being. The chapters in this volume address the critical topics for current and future organizational life such as prosocial and antisocial behavior, ethics, trust, creativity, diversity, stress, conflict, power and leadership and many more.

Social Psychology and Organizations

J. Keith Murnighan

About

Books

Join the club