Good Boss, Bad Boss

Robert I. Sutton

Great bosses obsess over how their words and moods land on the people below them. Bad ones are oblivious. This book is a practical manual for being the first kind.

Stanford's Bob Sutton distills years of research into what the best bosses actually do differently — chiefly, they take their impact on people seriously, tune between pushing for results and caring for the team, and work relentlessly to "do good and stamp out bad."