Leadership & Organizational Behaviour Library
30 essential books taught and cited across the world’s leading business schools and leadership programmes. Each record brings together bibliographic details, a cover, a short rationale, and the table of contents: a reading map from the core OB textbooks and the leadership theory canon to culture, power, change, teams, decision making and influence.
30Essential books
8Thematic categories
491Table-of-contents entries
1967–2026Publication range
Selection criteria. Titles were prioritised by (1) adoption as core or required texts in leading programmes (Harvard Business School and Kennedy School, Stanford GSB, MIT Sloan, Michigan Ross, Wharton, Cranfield, Lausanne and others), (2) market-leading or reference status (number of editions, adoption counts and translations reported by publishers), and (3) strong, sustained reader reception. Where a newer edition exists or is forthcoming, the record notes it. For records marked “≈ contents”, chapter wording, numbering or order may differ slightly by edition; please verify against the publisher page before citation.
A
Core Organizational Behaviour Textbooks
The comprehensive OB textbooks adopted in undergraduate, MBA and executive programmes worldwide: individuals, groups and the organization system in one integrated framework.
01
Contents19 entries
- Part 1: Introduction
- 1. What Is Organizational Behavior?
- Part 2: The Individual
- 2. Diversity, Equity, and Inclusion in Organizations
- 3. Job Attitudes
- 4. Emotions and Moods
- 5. Personality and Individual Differences
- 6. Perception and Individual Decision Making
- 7. Motivation Concepts
- 8. Motivation: From Concepts to Applications
- Part 3: The Group
- 9. Foundations of Group Behavior
- 10. Understanding Work Teams
- 11. Communication
- 12. Leadership
- 13. Power and Politics
- 14. Conflict and Negotiation
- 15. Foundations of Organization Structure
- Part 4: The Organization System
- 16. Organizational Culture and Change
- 17. Human Resources Systems and Practices
- 18. Stress and Health in Organizations
- Comprehensive Cases
02
Contents17 entries
- Part 1: Introduction to Organizational Behavior
- 1. What Is Organizational Behavior?
- 2. Job Performance
- 3. Organizational Commitment
- Part 2: Individual Mechanisms
- 4. Job Satisfaction
- 5. Stress
- 6. Motivation
- 7. Trust, Justice, and Ethics
- 8. Learning and Decision Making
- Part 3: Individual Characteristics
- 9. Personality and Cultural Values
- 10. Ability
- Part 4: Group Mechanisms
- 11. Teams: Characteristics and Diversity
- 12. Teams: Processes and Communication
- 13. Leadership: Power and Negotiation
- 14. Leadership: Styles and Behaviors
- Part 5: Organizational Mechanisms
- 15. Organizational Structure
- 16. Organizational Culture
- Integrative Cases
03
Contents15 entries
- 1. Introduction to the Field of Organizational Behavior
- 2. Individual Differences: Personality and Values
- 3. Perceiving Ourselves and Others in Organizations
- 4. Workplace Emotions, Attitudes, and Stress
- 5. Foundations of Employee Motivation
- 6. Applied Performance Practices
- 7. Decision Making and Creativity
- 8. Team Dynamics
- 9. Communicating in Teams and Organizations
- 10. Power and Influence in the Workplace
- 11. Conflict and Negotiation in the Workplace
- 12. Leadership in Organizational Settings
- 13. Designing Organizational Structures
- 14. Organizational Culture
- 15. Organizational Change
04
Contents22 entries
- Part 1: The Organizational Context
- 1. Explaining Organizational Behaviour
- 2. Environment
- 3. Technology
- 4. Culture
- Part 2: Individuals in the Organization
- 5. Learning
- 6. Personality
- 7. Communication
- 8. Perception
- 9. Motivation
- Part 3: Groups and Teams in the Organization
- 10. Group Formation
- 11. Group Structure
- 12. Individuals in Groups
- 13. Teamworking
- Part 4: Management and Organization
- 14. Work Design
- 15. Elements of Structure
- 16. Organization Design
- 17. Organizational Architecture
- Part 5: Leadership Processes
- 18. Leadership
- 19. Change
- 20. Decision Making
- 21. Conflict
- 22. Power and Politics
B
Leadership Theory: Textbooks and Handbooks
The scholarly backbone of leadership studies: trait, behavioural, contingency, relational, transformational and emerging approaches, with the research evidence behind each.
05
Contents16 entries
- 1. Introduction
- 2. Trait Approach
- 3. Skills Approach
- 4. Behavioral Approach
- 5. Situational Approach
- 6. Path–Goal Theory
- 7. Leader–Member Exchange Theory
- 8. Transformational Leadership
- 9. Authentic Leadership
- 10. Servant Leadership
- 11. Adaptive Leadership
- 12. Group and Team Leadership
- 13. Followership
- 14. Social Identity Leadership
- 15. Inclusive Leadership
- 16. Leadership Ethics
06
Contents15 entries
- 1. The Nature of Leadership
- 2. Leadership Behavior
- 3. The Leadership Situation and Adaptive Leadership
- 4. Decision Making and Empowerment by Leaders
- 5. Leading Change and Innovation
- 6. Power and Influence Tactics
- 7. Leader Traits and Skills
- 8. Charismatic and Transformational Leadership
- 9. Values-Based and Ethical Leadership
- 10. Dyadic Relations and Followers
- 11. Leadership in Teams and Decision Groups
- 12. Strategic Leadership in Organizations
- 13. Cross-Cultural Leadership and Diversity
- 14. Developing Leadership Skills
- 15. Overview and Integration
07
Contents18 entries
- Part One: Leadership Is a Process, Not a Position
- 1. What Do We Mean by Leadership?
- 2. Leader Development
- 3. Skills for Developing Yourself as a Leader
- Part Two: Focus on the Leader
- 4. Power and Influence
- 5. Values, Ethics, and Character
- 6. Leadership Attributes
- 7. Leadership Behavior
- 8. Skills for Building Personal Credibility and Influencing Others
- Part Three: Focus on the Followers
- 9. Follower Motivation
- 10. Follower Satisfaction and Engagement
- 11. Follower Performance, Effectiveness, and Potential
- 12. Groups, Teams, and Their Leadership
- 13. Skills for Developing Others
- Part Four: Focus on the Situation
- 14. The Situation
- 15. Contingency Theories of Leadership
- 16. Leadership and Change
- 17. The Dark Side of Leadership
- 18. Skills for Optimizing Leadership as Situations Change
08
Contents36 entries
- Part 1: Introduction
- 1. Concepts of Leadership
- 2. Types and Taxonomies
- 3. Models and Theories of Leadership
- Part 2: Personal Attributes of Leaders
- 4. Traits of Leadership (1904–1970)
- 5. Traits of Leadership (1970–2006)
- 6. Activity Level
- 7. Authoritarianism, Power Orientation, Machiavellianism, and Leadership
- 8. Values, Self-Esteem, Well-Being, and Leadership
- 9. Ethics and Leadership
- Part 3 (chapters 10 to 16)
- 10. Leadership and Accorded Status, Esteem, and Trust
- 11. Power and Leadership
- 12. Leadership and the Distribution of Power
- 13. Resolution of Conflict
- 14. Authority, Responsibility, Accountability, and Leadership
- 15. Reinforcement and Instrumental Leadership
- 16. Followers and Mutual Influence on Leadership
- Part 4: Styles of Leadership
- 17. Autocratic versus Democratic Leadership
- 18. Directive versus Participative Leadership
- 19. Task versus Relations Orientation
- 20. Initiation versus Consideration
- Part 5: The "New" Leadership: Charismatic and Transformational Leadership
- 21. Charismatic Leadership
- 22. Transformational Leadership
- Part 6: Management and Organizations
- 23. Managerial Work
- 24. Strategic and Executive Leadership
- 25. Environment and Organizational Effects
- 26. Leadership in Groups and Teams
- 27. Effects of Task and Technology
- 28. Stress Effects
- 29. Effects of Space, Virtuality, and Substitutes for Leadership
- 30. Transfer and Succession
- Part 7: Diversity and Cultural Effects
- 31. Women as Leaders and Followers
- 32. Minorities as Leaders and Followers
- 33. Globalization and Cross-National Effects
- Part 8: Development and Identification of Leaders and Leadership
- 34. Training and Development
- 35. Assessment, Appraisal, and Selection
- Part 9: The Future
- 36. Looking Ahead
09
Contents19 entries
- Part I: Introduction
- 1. Leadership: Past, Present, and Future
- Part II: The Major Schools of Leadership
- 2. Leader Traits and Attributes
- 3. Charisma and the "New Leadership"
- 4. In the Minds of Followers: Follower-Centric Approaches to Leadership
- 5. Relational Leadership
- 6. Contingencies, Context, Situation, and Leadership
- 7. Shared Leadership
- 8. Evolutionary, Biological, and Neuroscience Perspectives
- Part III: Current Topics in Leadership
- 9. Social Cognition, Social Perception, and Leadership
- 10. Leadership and Gender
- 11. Power and Leadership
- 12. Leadership and Identity
- 13. Leadership, Culture, and Globalization
- 14. The Nature of Leadership Development
- 15. Entrepreneurial Leadership
- Part IV: Philosophical and Methodological Issues in Leadership
- 16. Studying Leadership: Research Design and Methods
- 17. Ethics and Effectiveness: The Nature of Good Leadership
- 18. Corporate Social Responsibility and Leadership
- 19. The Chronicles of Leadership
C
Transforming, Servant and Emotionally Intelligent Leadership
The foundational works that defined the 'new leadership' paradigm: transforming versus transactional leadership, the Full Range model, servant leadership and resonant leadership.
10
Contents18 entries
- 1. Prologue: The Crisis of Leadership
- Part I: Leadership: Power and Purpose
- 2. The Power of Leadership
- 3. The Structure of Moral Leadership
- Part II: Origins of Leadership
- 4. The Psychological Matrix of Leadership
- 5. The Social Sources of Leadership
- 6. The Crucibles of Political Leadership
- Part III: Transforming Leadership
- 7. Intellectual Leadership: Ideas as Moral Power
- 8. Reform Leadership
- 9. Revolutionary Leadership
- 10. Heroes and Ideologues
- Part IV: Transactional Leadership
- 11. Opinion Leadership: The Missing Piece of the Puzzle
- 12. Group Leadership: Bargainers and Bureaucrats
- 13. Party Leadership
- 14. Legislative Leadership: The Price of Consensus
- 15. Executive Leadership
- Part V: Implications: Theory and Practice
- 16. Decision and Change
- 17. Toward a General Theory
- 18. Political Leadership as Practical Influence
11
Contents15 entries
- 1. Introduction
- 2. The Measurement of Transformational Leadership
- 3. Commitment, Loyalty, and Satisfaction of Followers of Transformational Leaders
- 4. Transformational Leadership and Performance
- 5. Stress and Transformational Leadership
- 6. Contingencies of Transformational Leadership
- 7. Transformational Organizational Cultures
- 8. Transformational Leadership of Men and Women
- 9. Implications of Transformational Leadership for Organizational Policies
- 10. The Development of Transformational Leadership
- 11. Predictors and Correlates of Transformational Leadership
- 12. Rank, Status, and Transformational Leadership
- 13. Empowerment and Transformational Leadership
- 14. Substitutes for Transformational Leadership and Teams as Substitutes
- 15. Transformational Leadership: Future Challenges and Applications
12
Contents15 entries
- Foreword (Stephen R. Covey)
- Introduction
- I. The Servant as Leader
- II. The Institution as Servant
- III. Trustees as Servants
- IV. Servant Leadership in Business
- V. Servant Leadership in Education
- VI. Servant Leadership in Foundations
- VII. Servant Leadership in Churches
- VIII. Servant-Leaders
- IX. Servant Responsibility in a Bureaucratic Society
- X. America and World Leadership
- XI. An Inward Journey
- XII. Postscript
- Afterword (Peter M. Senge)
13
Contents13 entries
- Part One: The Power of Emotional Intelligence
- 1. Primal Leadership
- 2. Resonant Leadership
- 3. The Neuroanatomy of Leadership
- 4. The Leadership Repertoire
- 5. The Dissonant Styles: Apply with Caution
- Part Two: Making Leaders
- 6. Becoming a Resonant Leader: The Five Discoveries
- 7. The Motivation to Change
- 8. Metamorphosis: Sustaining Leadership Change
- Part Three: Building Emotionally Intelligent Organizations
- 9. The Emotional Reality of Teams
- 10. Reality and the Ideal Vision: Giving Life to the Organization's Future
- 11. Creating Sustainable Change
- Appendix A: EI versus IQ: A Technical Note
- Appendix B: Emotional Intelligence: Leadership Competencies
D
Leadership Practice and Executive Effectiveness
Evidence-informed books that translate research into leadership practice and are standard reading in MBA, executive education and leadership development programmes.
14
Contents13 entries
- Introduction
- 1. When Leaders Are at Their Best
- Practice 1: Model the Way
- 2. Clarify Values
- 3. Set the Example
- Practice 2: Inspire a Shared Vision
- 4. Envision the Future
- 5. Enlist Others
- Practice 3: Challenge the Process
- 6. Search for Opportunities
- 7. Experiment and Take Risks
- Practice 4: Enable Others to Act
- 8. Foster Collaboration
- 9. Strengthen Others
- Practice 5: Encourage the Heart
- 10. Recognize Contributions
- 11. Celebrate the Values and Victories
- 12. Treat Challenge as an Opportunity
15
Contents10 entries
- Preface
- Introduction: What Makes an Effective Executive?
- 1. Effectiveness Can Be Learned
- 2. Know Thy Time
- 3. What Can I Contribute?
- 4. Making Strength Productive
- 5. First Things First
- 6. The Elements of Decision-Making
- 7. Effective Decisions
- Conclusion: Effectiveness Must Be Learned
16
Contents22 entries
- Part One: Introduction: Purpose and Possibility
- 1. How to Use This Book
- 2. The Theory Behind the Practice
- 3. Before You Begin
- Part Two: Diagnose the System
- 4. Diagnose the Adaptive Challenge
- 5. Diagnose the Political Landscape
- 6. Qualities of an Adaptive Organization
- Part Three: Mobilize the System
- 7. Make Interpretations
- 8. Design Effective Interventions
- 9. Act Politically
- 10. Orchestrate Conflict
- 11. Build an Adaptive Culture
- Part Four: See Yourself as a System
- 12. See Yourself as a System
- 13. Identify Your Loyalties
- 14. Know Your Tuning
- 15. Broaden Your Bandwidth
- 16. Understand Your Roles
- 17. Articulate Your Purposes
- Part Five: Deploy Yourself
- 18. Stay Connected to Your Purposes
- 19. Engage Courageously
- 20. Inspire People
- 21. Run Experiments
- 22. Thrive
17
Contents10 entries
- Preface
- 1. Good Is the Enemy of Great
- 2. Level 5 Leadership
- 3. First Who… Then What
- 4. Confront the Brutal Facts (Yet Never Lose Faith)
- 5. The Hedgehog Concept (Simplicity within the Three Circles)
- 6. A Culture of Discipline
- 7. Technology Accelerators
- 8. The Flywheel and the Doom Loop
- 9. From Good to Great to Built to Last
E
Culture, Power and Organizational Frames
How organizations work beneath the formal chart: culture and its levels, the four frames, organizational metaphors, and the realities of power and politics.
18
Contents17 entries
- Part One: Defining the Structure of Culture
- 1. How to Define Culture in General
- 2. How to Describe and Analyze the Three Levels of Culture
- 3. A Young and Growing U.S. Engineering Organization
- 4. A Mature Swiss-German Chemical Organization
- 5. A Developmental Government Organization in Singapore
- Part Two: What Leaders Need to Know about Macro Cultures
- 6. Dimensions of the Macro Cultural Context
- 7. A Focused Way of Working with Macro Cultures
- Part Three: Culture and Leadership through Stages of Growth
- 8. How Culture Begins and the Role of the Founder of Organizations
- 9. How External Adaptation and Internal Integration Become Culture
- 10. How Leaders Embed and Transmit Culture
- 11. The Culture Dynamics of Organizational Growth, Maturity, and Decline
- 12. Natural and Guided Cultural Evolution
- Part Four: Assessing Culture and Leading Planned Change
- 13. Deciphering Culture
- 14. The Diagnostic Quantitative Approach to Assessment and Planned Change
- 15. The Dialogic Qualitative Culture Assessment Process
- 16. A Model of Change Management and the Change Leader
- 17. The Change Leader as Learner
19
Contents23 entries
- Part One: Making Sense of Organizations
- 1. Introduction: The Power of Reframing
- 2. Simple Ideas, Complex Organizations
- Part Two: The Structural Frame
- 3. Getting Organized
- 4. Structure and Restructuring
- 5. Organizing Groups and Teams
- Part Three: The Human Resource Frame
- 6. People and Organizations
- 7. Improving Human Resource Management
- 8. Interpersonal and Group Dynamics
- Part Four: The Political Frame
- 9. Power, Conflict, and Coalition
- 10. The Manager as Politician
- 11. Organizations as Political Arenas and Political Agents
- Part Five: The Symbolic Frame
- 12. Organizational Symbols and Culture
- 13. Culture in Action
- 14. Organization as Theater
- Part Six: Improving Leadership Practice
- 15. Integrating Frames for Effective Practice
- 16. Reframing in Action: Opportunities and Perils
- 17. Leadership in Theory and Practice
- 18. Reframing Leadership
- 19. Reframing Change in Organizations
- 20. Reframing Ethics and Spirit
- 21. Bringing It All Together: Change and Leadership in Action
- 22. Epilogue: Artistry, Choice, and Leadership
- Appendix: The Best of Organizational Studies
20
Contents12 entries
- Part I: An Overview
- 1. Introduction
- Part II: Some Images of Organization
- 2. Mechanization Takes Command: Organizations as Machines
- 3. Nature Intervenes: Organizations as Organisms
- 4. Learning and Self-Organization: Organizations as Brains
- 5. Creating Social Reality: Organizations as Cultures
- 6. Interests, Conflict, and Power: Organizations as Political Systems
- 7. Exploring Plato's Cave: Organizations as Psychic Prisons
- 8. Unfolding Logics of Change: Organization as Flux and Transformation
- 9. The Ugly Face: Organizations as Instruments of Domination
- Part III: Implications for Practice
- 10. The Challenge of Metaphor
- 11. Reading and Shaping Organizational Life
- Postscript
21
Contents14 entries
- Introduction: Be Prepared for Power
- 1. It Takes More Than Performance
- 2. The Personal Qualities That Bring Influence
- 3. Choosing Where to Start
- 4. Getting In: Standing Out and Breaking Some Rules
- 5. Making Something out of Nothing: Creating Resources
- 6. Building Efficient and Effective Social Networks
- 7. Acting and Speaking with Power
- 8. Building a Reputation: Perception Is Reality
- 9. Overcoming Opposition and Setbacks
- 10. The Price of Power
- 11. How and Why People Lose Power
- 12. Power Dynamics: Good for Organizations, Good for You?
- 13. It's Easier Than You Think
F
Leading Change and the Learning Organization
Frameworks for leading transformation and building learning capacity: the eight-stage process, systems thinking and the Competing Values approach to culture change.
22
Contents12 entries
- Part I: The Change Problem and Its Solution
- 1. Transforming Organizations: Why Firms Fail
- 2. Successful Change and the Force That Drives It
- Part II: The Eight-Stage Process
- 3. Establishing a Sense of Urgency
- 4. Creating the Guiding Coalition
- 5. Developing a Vision and Strategy
- 6. Communicating the Change Vision
- 7. Empowering Employees for Broad-Based Action
- 8. Generating Short-Term Wins
- 9. Consolidating Gains and Producing More Change
- 10. Anchoring New Approaches in the Culture
- Part III: Implications for the Twenty-First Century
- 11. The Organization of the Future
- 12. Leadership and Lifelong Learning
23
Contents18 entries
- Part I: How Our Actions Create Our Reality… and How We Can Change It
- 1. "Give Me a Lever Long Enough… and Single-Handed I Can Move the World"
- 2. Does Your Organization Have a Learning Disability?
- 3. Prisoners of the System, or Prisoners of Our Own Thinking?
- Part II: The Fifth Discipline: The Cornerstone of the Learning Organization
- 4. The Laws of the Fifth Discipline
- 5. A Shift of Mind
- 6. Nature's Templates: Identifying the Patterns That Control Events
- 7. Self-Limiting or Self-Sustaining Growth
- Part III: The Core Disciplines: Building the Learning Organization
- 8. Personal Mastery
- 9. Mental Models
- 10. Shared Vision
- 11. Team Learning
- Part IV: Reflections from Practice
- 12. Foundations
- 13. Impetus
- 14. Strategies
- 15. The Leader's New Work
- 16. Systems Citizens
- 17. Frontiers for the Future
- Part V: Coda
- 18. The Indivisible Whole
24
Contents9 entries
- 1. An Introduction to Changing Organizational Culture
- 2. The Organizational Culture Assessment Instrument
- 3. The Competing Values Framework
- 4. Constructing an Organizational Culture Profile
- 5. Using the Framework to Diagnose and Change Organizational Culture
- 6. Individual Change as a Key to Culture Change
- 7. A Condensed Formula for Organizational Culture Change
- Appendix A: Organizational Culture Assessment Instrument: Definition, Dimensions, Reliability, and Validity
- Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument
G
Teams, Psychological Safety and Collaboration
Research and practice on what makes teams work: enabling conditions, psychological safety, trust, conflict and accountability.
25
Contents9 entries
- Preface
- Part I: Teams
- 1. The Challenge
- Part II: Enabling Conditions
- 2. A Real Team
- 3. Compelling Direction
- 4. Enabling Structure
- 5. Supportive Context
- 6. Expert Coaching
- Part III: Opportunities
- 7. Imperatives for Leaders
- 8. Thinking Differently about Teams
26
Contents10 entries
- Introduction
- Part I: The Power of Psychological Safety
- 1. The Underpinning
- 2. The Paper Trail
- Part II: Psychological Safety at Work
- 3. Avoidable Failure
- 4. Dangerous Silence
- 5. The Fearless Workplace
- 6. Safe and Sound
- Part III: Creating a Fearless Organization
- 7. Making It Happen
- 8. What's Next?
- Appendix: Variations in Survey Measures to Illustrate Robustness of Psychological Safety
27
Contents11 entries
- Introduction
- The Fable
- Luck
- Part One: Underachievement
- Part Two: Lighting the Fire
- Part Three: Heavy Lifting
- Part Four: Traction
- The Model
- An Overview of the Model
- Team Assessment
- Understanding and Overcoming the Five Dysfunctions
- A Note about Time: Kathryn's Methods
- A Special Tribute to Teamwork
H
Judgment, Decision Making and Influence
The behavioural science of how leaders think, decide and persuade: heuristics and biases, managerial judgment and the principles of influence.
28
Contents40 entries
- Introduction
- Part I: Two Systems
- 1. The Characters of the Story
- 2. Attention and Effort
- 3. The Lazy Controller
- 4. The Associative Machine
- 5. Cognitive Ease
- 6. Norms, Surprises, and Causes
- 7. A Machine for Jumping to Conclusions
- 8. How Judgments Happen
- 9. Answering an Easier Question
- Part II: Heuristics and Biases
- 10. The Law of Small Numbers
- 11. Anchors
- 12. The Science of Availability
- 13. Availability, Emotion, and Risk
- 14. Tom W's Specialty
- 15. Linda: Less Is More
- 16. Causes Trump Statistics
- 17. Regression to the Mean
- 18. Taming Intuitive Predictions
- Part III: Overconfidence
- 19. The Illusion of Understanding
- 20. The Illusion of Validity
- 21. Intuitions vs. Formulas
- 22. Expert Intuition: When Can We Trust It?
- 23. The Outside View
- 24. The Engine of Capitalism
- Part IV: Choices
- 25. Bernoulli's Errors
- 26. Prospect Theory
- 27. The Endowment Effect
- 28. Bad Events
- 29. The Fourfold Pattern
- 30. Rare Events
- 31. Risk Policies
- 32. Keeping Score
- 33. Reversals
- 34. Frames and Reality
- Part V: Two Selves
- 35. Two Selves
- 36. Life as a Story
- 37. Experienced Well-Being
- 38. Thinking About Life
- Conclusions
29
Contents12 entries
- 1. Introduction to Managerial Decision Making
- 2. Overconfidence
- 3. Common Biases
- 4. Bounded Awareness
- 5. Framing and the Reversal of Preferences
- 6. Motivational and Emotional Influences on Decision Making
- 7. The Escalation of Commitment
- 8. Fairness and Ethics in Decision Making
- 9. Common Investment Mistakes
- 10. Making Rational Decisions in Negotiations
- 11. Negotiator Cognition
- 12. Improving Decision Making
30
Contents11 entries
- Preface
- Introduction
- 1. Levers of Influence: (Power) Tools of the Trades
- 2. Reciprocation: The Old Give and Take
- 3. Liking: The Friendly Thief
- 4. Social Proof: Truths Are Us
- 5. Authority: Directed Deference
- 6. Scarcity: The Rule of the Few
- 7. Commitment and Consistency: Hobgoblins of the Mind
- 8. Unity: The "We" Is the Shared Me
- 9. Instant Influence: Primitive Consent for an Automatic Age
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