strategy and business


Edgar H. Schein and Peter A. Schein, Humble Leadership: The Power of Relationships, Openness, and Trust (Berrett-Koehler, 2018)


Morten T. Hansen, Great at Work: How Top Performers Do Less, Work Better, and Achieve More (Simon & Schuster, 2018)

Heidi Grant, Reinforcements: How to Get People to Help You (Harvard Business Review Press, 2018)

YESTERDAY, managers were the wizards of business. They learned profitability and productivity incantations at various branches of the Hogwarts School of Business. They were privy to arcane corporate knowledge that was withheld from the mere mortals in the rank and file. They pointed their wands, and the workforce did their bidding.

Tomorrow, it’s likely that employees will manage themselves. The incantations and knowledge that were once the manager’s stock-in-trade will be at their fingertips, perhaps on their smartphones. With the help of computers imbued with artificial intelligence, they will decide their own direction.

But what should managers be doing The authors of this year’s best business books on management offer conflicting answers. MIT professor emeritus Edgar Schein and his son Peter, now colleagues at the Organizational Culture and Leadership Institute, see a new, relationship-based managerial culture emerging. University of California at Berkeley management professor Morten Hansen identifies practices that defined high performance in the recent past and

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