organizational-culture

7 books in this category

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Leadership and Self-Deception: Getting Out of the Box

by The Arbinger Institute

Cited by 2 other books and connected to 0 more in organizational-culture. If you read one book in this category first, the citation network says make it this one.

Foundational Books in organizational-culture

Ranked by how often they are cited by other books in the collection. These are the titles later authors keep returning to — read one and you will recognise its fingerprints across the rest of the category.

1
Leadership and Self-Deception: Getting Out of the Box
by The Arbinger Institute
Cited by 2

More books in organizational-culture

Team of Teams: New Rules of Engagement for a Complex World

by General Stanley McChrystal, Tantum Collins, David Silverman, and Chris Fussell

star4.1

McChrystal recounts how the Joint Special Operations Command transformed from a rigid military hierarchy into an agile network of teams to defeat Al Qaeda in Iraq. The book argues that in complex, fast-moving environments, organisations must replace command-and-control structures with shared consciousness and empowered execution.

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Nine Lies About Work: A Freethinking Leader's Guide to the Real World

by Marcus Buckingham and Ashley Goodall

star4.1

Buckingham and Goodall systematically dismantle nine pervasive myths about the modern workplace, from the value of cascading goals to the usefulness of well-rounded people. Drawing on large-scale engagement research and psychological science, the book offers evidence-based alternatives that reframe how leaders should think about culture, feedback, and performance.

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Powerful: Building a Culture of Freedom and Responsibility

by Patty McCord

star4.1

Former Netflix Chief Talent Officer Patty McCord reveals the unconventional HR practices she helped create at Netflix, including radical honesty, the elimination of formal performance reviews, and treating employees as adults who thrive with freedom rather than rules. The book challenges traditional human resources orthodoxy and argues for building cultures based on high performance and transparency.

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Leadership on the Line: Staying Alive Through the Dangers of Change

by Ronald A. Heifetz and Marty Linsky

star4

Drawing on decades of research and consulting at Harvard Kennedy School, Heifetz and Linsky present a practical framework for exercising adaptive leadership when facing complex organisational challenges. The book addresses the real dangers leaders face when pushing for change, offering strategies for manageing resistance, staying politically astute, and maintaining personal resilience.

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First, Break All the Rules: What the World's Greatest Managers Do Differently

by Marcus Buckingham and Curt Coffman

star3.95

Based on Gallup's landmark study of over 80,000 managers and one million employees, this book identifies the twelve key questions that distinguish great workplaces and the four keys that great managers use to unlock human potential. It challenges conventional management wisdom by showing that the best managers focus on strengths rather than fixing weaknesses.

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An Everyone Culture: Becoming a Deliberately Developmental Organization

by Robert Kegan and Lisa Laskow Lahey

star3.9

Kegan and Lahey introduce the concept of Deliberately Developmental Organisations (DDOs), where personal growth is woven into daily work rather than confined to training programs. Through deep case studies of three companies including Bridgewater Associates and Decurion Corporation, the book shows how organisations can be redesigned so that people's deepest desire to grow is aligned with the organisation's need to thrive.

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