Books like Leadership and Self Deception by The Arbinger Institute

Leaders Eat Last explains how leaders who prioritize the safety and well‑being of their teams build trust, loyalty and high performance in modern organizations.

Carol Dweck explores how the two fundamental mindsets—fixed and growth—shape our attitudes, goals, and success across work, relationships, and parenting, offering practical strategies to shift from stagnation to opportunity.

Donald Trump shares his secrets for making a fortune and running a successful business in his book 'How to Get Rich'.

John Kotter’s Leading Change outlines an eight‑step process that leaders must follow to guide organizations through lasting transformation, emphasizing the crucial role of behavior change and effective leadership in modern business success.

The McKinsey Mind shows readers how to apply McKinsey’s tools, techniques, and strategies to everyday business problems, offering step‑by‑step guidance, real‑world examples, and practical exercises.

Simon Sinek’s Start with Why explores how leaders and organizations that answer the fundamental question of purpose drive lasting success.

Teach employees more impact with seven core coaching questions to unlock potential for both coach and co‑worker.

The effective business, Peter Drucker observes, focuses on opportunities rather than problems. How this focus is achieved in order to make the organization prosper and grow is the subject of this companion to his classic, The Practice of Management. The earlier book was chiefly concerned with how management functions; this volume shows what the executive decision-maker must do to move his enterprise forward. One of the notable accomplishments of this book is its combining specific economic analysis with a grasp of the entrepreneurial force in business prosperity. For though it discusses "what to do" more than Drucker's previous works, the book stresses the qualitative aspect of enterprise: every successful business requires a goal and spirit all its own. Peter Drucker again employs his particular genius for breaking through conventional outlooks and opening up new perspectives--for profits and growth.

Managing the Unexpected examines why some organizations thrive amid sudden change, using high‑reliability organizations like hospitals, aircraft carriers, and fire units as models for resilient planning and learning.

Explains the principles that led to Nike and Starbucks becoming successful brands, offering advice for business leaders.

Peter R. Scholtes shows that most management failures stem from poor systems, not weak people, and offers practical tools for leaders to redesign their organizations and eliminate ineffective performance appraisals and incentive structures.

When personal ineffectiveness or organizational lag keeps us stuck, this book shows that shifting to an outward mindset—seeing others as people rather than obstacles—can dramatically improve performance, spark collaboration and drive innovation.