The Moonlight Effect

Debunking Business Myths to Improve Wellbeing

John Callanan, Simon Moss, Samuel Wilson

The ‘moonlight effect' is the inclination of people to overrate the wisdom, insight and utility of leaders and other senior figures. Like the moon, we tend to assume that executives, authorities and experts illuminate society. The moon, however, is not the actual source of light. Similarly, leaders are not the main source of most contributions.
Date Published :
March 2012
Publisher :
Tilde Publishing and Distribution
Language:
English
Series :
Tilde Business
Format Available    QuantityPrice
Paperback
ISBN : 9780734611024

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In stock
$24.95

Overview
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The ‘moonlight effect’ is the inclination of people to overrate the wisdom, insight and utility of leaders and other senior figures. Like the moon, we tend to assume that executives, authorities and experts illuminate society. The moon, however, is not the actual source of light. Similarly, leaders are not the main source of most contributions. Because of this ‘moonlight effect’, organizations and governments implement many policies and practices that increase expenses but damage either progress or wellbeing. The Moonlight Effect: Debunking Business Myths to Improve Wellbeing explains the proliferation of many ineffective policies and problems that pervade our society: exorbitant levels of executive pay, the unappreciated complications of retrenchments, inadequate social welfare, unfair appraisals of performance at school and at work, unsubstantiated fads in leadership development, destructive advertising practices, the treacherous pursuit of the perfect appearance, and many other issues. The moonlight effect does not only explain many futile practices, but also increases each of the expenses on a profit and loss statement. Each chapter focuses on one expense: bonuses, wages, health expenses, office supplies, energy expenses, borrowing expenses, consulting fees, legal fees, recruitment fees, marketing costs, and rental expenses. Furthermore, each chapter presents solutions that could be implemented to reduce these expenses and to improve performance simultaneously. Chapter 1 — The moonlight effect Chapter 2 — Does executive pay really pay? Curbing bonuses Chapter 3 — The downside of downsizing: Reducing casual salaries Chapter 4 — Recent developments in leadership training: Diminishing consulting fees Chapter 5 — Is the expertise of recruiters an oxymoron? Curbing legal fees Chapter 6 — Challenging managers about challenging targets: Decreasing borrowing expenses Chapter 7 — The drawbacks of achievement: Curbing energy expenses Chapter 8 — Dear without cheer: Reducing rental expenses Chapter 9 — Unnatural inclinations: Regulations that increase the costs of office supplies Chapter 10 — Questionable surveys: Decreasing recruitment costs Chapter 11 — Stretched genes: Decreasing regular wages Chapter 12 — Desirable dejection: Diminution of health expenses Chapter 13 — The adversities or advertising: Curbing marketing costs Chapter 14 — Conclusion

About The Author
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John Callanan is a psychologist who works in problem gambling. He is also researching the efficacy of acceptance and commitment therapy, the so called ‘third wave of psychological interventions’, within that setting. Prior to this role, John held several senior management, sales, and marketing roles, including an international posting at London.

SIMON MOSS (PhD Monash) is an adjust Senior Lecturer in the Department of Psychology at Monash University in Melbourne. He is also a registered psychologist. He lectures in psychology, research design & method, and statistics & data analysis, and supervises students in leadership, emotions, integrity, personnel selection, and data analysis. His primary research interest relates to the factors that promote honest, ethical, cooperative and dedicated behaviour in the workplace. Specifically, he is interested in the misconceptions of individuals that compromise wellbeing and performance. Simon has published scientific papers in a broad range of disciplines, including creativity and problem solving, attention and concentration, facial expressions, psychological disorders, risk and safety, and stress management. He is also co-founder and director of Zenith Professional Development, offering a revolutionary system of management assessment and training.

SAMUEL WILSON is a lecturer in psychology at Monash University. An academic psychologist, his primary expertise is in social and organizational psychology. His research examines beliefs about the effects of dehumanization on interpersonal judgment. He is actively involved in inter-disciplinary research into the psychological and social characteristics of sustainability and resilience in rural and regional communities. Sam has published a number of theoretical and empirical papers on dehumanization, situated cognition and bioethics.

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