- ISBN13: 9780226320557
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First published by the University of Chicago Press on September 18, 1944, The Road to Serfdom garnered immediate, widespread attention. The first printing of 2,000 copies was exhausted instantly, and within six months more than 30,000 books were sold. In April 1945, Reader’s Digest published a condensed version of the book, and soon thereafter the Book-of-the-Month Club distributed this edition to more than 600,000 readers. A perennial best seller, the book has sold 400,000 copies in the United States alone and has been translated into more than twenty languages, along the way becoming one of the most important and influential books of the century.
With this new edition, The Road to Serfdom takes its place in the series The Collected Works of F. A. Hayek. The volume includes a foreword by series editor and leading Hayek scholar Bruce Caldwell explaining the book’s origins and publishing history and assessing common misinterpretations of Hayek’s thought. Caldwell has also standardized and corrected Hayek’s references and added helpful new explanatory notes. Supplemented with an appendix of related materials ranging from prepublication reports on the initial manuscript to forewords to earlier editions by John Chamberlain, Milton Friedman, and Hayek himself, this new edition of The Road to Serfdom will be the definitive version of Friedrich Hayek’s enduring masterwork.
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Leadership and Self-Deception is the first book to identify a single, underlying cause of every form of leadership failure. Through the story of Tom—a “shluck” in his manager’s words—readers discover that identifying and treating individual leadership problems as if they were separate and distinct is not enough to transform people into successful leaders. The authors suggest that the key to leadership lies not in what we do, but in how we “are.” They explore this compelling secret: Self-deception is the central player and trap underlying all leadership failures, relationship issues, and performance problems in organizations. Leaders who live in the box of self-deception are trapped: they cannot lead, no matter how hard they try and no matter how many skills and techniques they employ. With convincing examples, the authors show clearly how self-deception operates and how to overcome it. While other books cover people skills, this one goes deeper, fully illuminating the secret to leadership success.Using the story/parable format so popular these days, Leadership and Self-Deception takes a novel psychological approach to leadership. It’s not what you do that matters, say the authors (presumably plural–the book is credited to the esteemed Arbinger Institute), but why you do it. Latching onto the latest leadership trend won’t make people follow you if your motives are selfish–people can smell a rat, even one that says it’s trying to empower them. The tricky thing is, we don’t know that our motivation is flawed. We deceive ourselves in subtle ways into thinking that we’re doing the right thing for the right reason. We really do know what the right thing to do is, but this constant self-justification becomes such an ingrained habit that it’s hard to break free of it–it’s as though we’re trapped in a box, the authors say.
Learning how the process of self-deception works–and how to avoid it and stay in touch with our innate sense of what’s right–is at the heart of the book. We follow Tom, an old-school, by-the-book kind of guy who is a newly hired executive at Zagrum Corporation, as two senior executives show him the many ways he’s “in the box,” how that limits him as a leader in ways he’s not aware of, and of course how to get out. This is as much a book about personal transformation as it is about leadership per se. The authors use examples from the characters’ private as well as professional lives to show how self-deception skews our view of ourselves and the world and ruins our interactions with people, despite what we sincerely believe are our best intentions.
While the writing won’t make John Updike lose any sleep, the story entertainingly does the job of pulling the reader in and making a potentially abstruse argument quite enjoyable. The authors have a much better ear for dialogue than is typical of the genre (the book is largely dialogue), although a certain didactic tone creeps in now and then. But ultimately it’s a hopeful, even inspiring read that flows along nicely and conveys a message that more than a few managers need to hear. –Pat McGill
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