BOOK REVIEWS 929 George Langelett. How Do I Keep My Employees Motivated? The Practice of Empathy-Based Management. Austin, TX: River Grove, 2014, 230 pages, $14.73 paperback. Reviewed by Gerard Beenen, Associate Professor of Management and Department Vice Chair, Mihaylo College of Business and Economics, California State University, Fullerton, CA. George Langelett’s How Do I Keep My Employees Motivated? The Practice of Empathy-Based Management is a well-intentioned book that a new manager or supervisor may find useful. The same may not be said for instructors seeking a classroom resource on workplace motivation. The core proposition of developing empathy as a metacompetency for effec- tive employee motivation is sound. The author grounds this central idea on a basic understanding of how the limbic system, emotional experience, stress hormones, and cognition relate to one another. For instance, a nega- tive emotional experience releases cortisol that impairs rational thinking. The author argues that empathy is foundational for relating to and moti- vating subordinates because, in order to problem solve and perform their best, subordinates must first feel understood by their supervisor. Beyond this helpful insight for the entry-level manager, the book lacks an over- arching framework, is sparsely grounded in relevant research, and, from this reviewer’s perspective, presents a somewhat misguided view of the practice of empathy. The lack of an overarching framework or model results in what feels like a repetitive set of managerial to dos and guidelines. The core proposi- tion of empathy-based management is reiterated from a variety of angles that begin to blur into one another. There are core goals of empathy- based management (Chapter 2), tips for empathizing with employees during crises (Chapter 3), tools for everyday empathy-based management (Chapter 4), and suggestions for practicing empathy-based management (Chapter 5). Each chapter has its own set of tips or to do lists. This re- viewer would have made better sense of the material if the author had provided a visual model to organize the book’s structure. For instance, a few boxes and arrows could have depicted relationships between a man- ager’s empathy, a subordinate’s limbic system and stress response, and a subordinate’s cognitive and motivational resources for more effective problem solving. A simple model like this could have offered readers a more compelling and easier-to-follow framework. Although the main argument for empathy is grounded in basic cogni- tive neuroscience, much of the book lacks grounding in current research on workplace motivation. For instance, the author advocates an intrin- sic perspective on motivation. Yet, references to this perspective rely on