100 Books Like Storytelling in Organizations

The book presents business leaders as characters who are complex, complicated, and far from as rational as the public often holds them to. 

I loved reading it as much as I enjoy good fiction. It is a gripping tale of protagonists who are very human, inventive, sensitive, and sometimes a bit of drama queens. I enjoyed the compelling tales of vulnerability and ambition, as well as reciprocity. To lead is not one-sided, and the leaders are often influenced, even manipulated, by the followers. 

I loved how the book spins its tale with quite a few twists. Leadership is by no means something that concerns only leaders, and what is most important about it cannot be reduced to skills, procedures, or, indeed, algorithms. 

I love reading fiction, and so do many of my students. This book is a gift for us fiction lovers who are also interested in leadership. 

From ancient to modern, literature teaches about quite contemporary issues regarding leadership. In fact, I was astounded to realize how much real-life insight fiction is able to offer in this respect–much more than many management textbooks that often present a simplified and rationalized image of what management means. This book teaches how to approach difficult and very human aspects of leadership: everything that is linked to human experience. 

I found accounts of Herman Melville, Thomas Pynchon, Maurice Blanchot, and other writers captivating and enlightening.

I loved this collection of stories about leadership; what a page-turner! I was thrilled by the depth and imaginativeness of possible connections between fairy tales, legends, and traditional stories and management learning. I loved how the tales of Prometheus, Dædalus and Icarus, Merlin, and others are interwoven with issues important for contemporary managers.

Stories of conceit and hubris, as well as of adventurous quests for integration are spun in a way that made me feel compassion for the plight of many employees as well as of leaders, but, at the same time, they spoke to my rebellious streak. With so many glorious tales to learn from, we deserve better leaders: inspired, spirited, humane, or at the very least–human. 

In the corporate world out there, the managers are actual people: men and women enter the stage under quite unequal conditions. I loved how this book throws light on a game that is far from fair from the outset and the odds are stacked against the women who enter it.

This is a classic that ages well–time changes, waves of equal opportunity policies are introduced, but still, I felt the basic mechanism this book reveals stays very much the same. I was fascinated by this book’s striking depiction of how men and women are dealt dissimilar cards but expected to perform just as well–and to act as if their conditions were fair and only merit mattered.

“The best and brightest” is a myth and not an inspiring one. 

Ira Chaleff has long focused on “followership” and how followers can foster humane leadership and fight back against abusive leaders. I appreciate his dispelling the view of followers as necessarily passive. He clearly presents ways that active followers can short-circuit bad leadership by “speaking truth to power.” I definitely endorse his advice to leaders who want to foster courageous followership in their organizations and beyond. I’m also eager to read Ira’s recent book, To Stop a Tyrant: The Power of Political Followers to Make or Brake a Toxic Leader.

All too often, scholars and commentators emphasize the successes and failures of highly visible leaders and neglect followers, the other part of the leadership equation. Ira’s many years of researching, writing, and speaking about the crucial work of followership have gone a long way toward remedying that neglect. 

I recently attended the 10-year Reinventing Organizations anniversary party over Zoom, which attracted hundreds of people from around the world. Many quit their jobs after reading Frederic Laloux’s book to help build a new market for a radically different approach to management consulting.

The unassuming former McKinsey consultant became a household name in business circles when his surprise bestseller challenged conventional ways of working. His premise is bold: we are entering a new stage of human consciousness that demands a rethink of how we organize work. Moving away from traditional command-and-control hierarchies formed during the Industrial Revolution, Laloux showcases case studies of organizations where everyone is encouraged to operate like an entrepreneur and contribute meaningfully.

In this engaging read, Laloux distills complex ideas effortlessly, inspiring readers to reimagine what’s possible for themselves and their teams. Reinventing Organizations is not your typical business book. A decade later, its insights remain fresh,… show more.

In the age of Black Lives Matter, and the racial, political, and structural tensions that permeate society, Mary-Frances Winters has written a gift of a book that helps us understand why polarization occurs and how to manage conversations about topics often seen as taboo. She is nothing short of brilliant in explaining how culture embeds itself in people’s perceptions and beliefs. This small yet powerful book provides everything leaders and managers need to learn to create spaces of safety and facilitate dialogue that is meaningful, insightful, and often profound. This is the book we have been waiting for!

This breathtakingly original book examines two interconnected ways in which organizations can be induced to improve performance—abandonment (exit) and complaint (voice).

If exit is too easy, there may not be enough time for voice to operate, and organizations that could have recovered may end up collapsing instead. Loyalty to the organization can slow exit and create space for voice to operate, but not if loyalty is blind and uncritical. 

For decades, I was unsatisfied with the definitions of “leadership” I would read. For one thing, they failed to account for why we need the term “leader” when the more humdrum “manager” would do just fine. To me, the word "leader" will always be linked to 20th-century fascism, so I'm reluctant to use the word casually. Additionally, many conventional definitions of leadership are just laundry lists of virtuous behavior we’d really like to see in anyone, not just “leaders.” 

At the same time, I was fascinated with game theory. This book brought those two strands, leadership and game theory, together.

Miller opened my eyes to the fact that there was something that could be called “leadership” that helped explain a nagging puzzle in game theory, namely how we are able to overcome social dilemmas and cooperate with each other, even in the absence of brute incentive systems provided by “mere”… show more.

Tom Malone has been the co-director of MIT’s “Inventing the Organizations of the 21st Century” initiative for more than two decades. He and his colleagues, I believe, have the best crystal ball for imagining how organizations will be designed and managed in the future.

This book foresees new ways of organizing, ranging from internal markets to collaborative communities to minimalist hierarchies. It explores the skills managers and leaders will need in the workplace of the future. Coupled with the rapid digitization currently experienced by many firms, leaders must learn how to collaborate both inside and outside their firms at digital speed.