Robert Sutton is Professor of Management Science and Engineering at Stanford University, where he is Co-director of the Center for Work, Technology, and Organization, an active researcher and cofounder in the Stanford Technology Ventures Program, and a cofounder and active member of the multi-disciplinary "d.school." He has published over 150 articles, in places ranging from peer-reviewed journals, to the Harvard Business Review, to Esquire magazine. His books include Weird Ideas That Work: 11 Practices for Promoting, Managing, and Sustaining Innovation, The Knowing-Doing Gap: How Smart Firms Turn Knowledge into Action (with Jeffrey Pfeffer), and Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management (also with Jeffrey Pfeffer), The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't. His new book is Good Boss, Bad Boss: How to Be the Best--and Learn from the Worst. Bob blogs at Work Matters.
As you're putting together the guest list for your holiday parties you might want to consider this: not once, but twice over the last five years I've embarked on an in-depth review of the academic and practical literature on leadership. The first time was for a 2006 book with Jeff Pfeffer, Hard Facts, Dangerous Half-Truths, and Total Nonsense . The second time was for my new book, Good Boss, Bad Boss .
Tens of thousands of books have been written on leadership and there are several academic journals devoted entirely to the subject, including The Leadership Quarterly and The Journal of Leadership and Organizational Studies . Perhaps the most definitive review and integration of the leadership literature was Bass and Stogdill's 1,200-page Handbook of Leadership , which was published in 1990 (and still does the best job of making sense of the literature, for my money). And if you really want a long book on leadership, you can get the four-volume Encyclopedia of Leadership , which at 2,120 pages weighs in at 15 pounds, and costs a whopping $800.