Career and team evaluation?

interesting like Glassdoor, but more recruitment-oriented: 

https://www.siliconrepublic.com/start-ups/tabspace-re-engineered-hiring-process-software-engineers

Quoting:
"“Since developers are data-driven people, aggregated values are presented in a structured way, using graphs and charts, and provide insight into a team’s values very quickly. Different developers prioritise different things. For example, some might emphasise working with high-quality equipment while others might care the most about team collaboration. That is where Tabspace comes in; you can quickly find out which teams share your professional and personal values and then you can go ahead and interview for those. As for the teams, Tabspace helps them to attract developers that share their team’s values and are a good fit for the team.

“Our goal is to help both sides; developers will be happier having found the teams that share their values, while teams will be more productive having developers that are happier at their workplace.”"

Teams: How to make friends... (BOOK, 1936)

The classical "How to Make Friends and Influence People" (Dale Carnegie, 1936). I use to say we don't have to be friends with the people you work with, but for sure if you get along your team (as a manager or as a team member) things for sure will go smoothly. And these techniques could help you with that hard manager (if you believe they are still up to date):
https://en.m.wikipedia.org/wiki/How_to_Win_Friends_and_Influence_People

Quoting:
"In 1981, a new revised edition containing updated language and anecdotes was released.^[2] The revised edition reduced the number of sections from 6 to 4, eliminating sections on effective business letters and improving marital satisfaction.

In 2011, a 3rd edition was released, titled How to Win Friends and Influence People in the Digital Age. This edition was written by Dale Carnegie & Associates. It applies Carnegie's prescription for relationship and business success to the digital age.^[1]"

Teams: How to change minds and influence behavior (Neuroscience, BOOK)

Neuroscience to the rescue? Teams that work sometimes need "additional help". Managers should adjust to the teams they have (and so on...).
With a name similar to the (old but still found in PT bookstores and) popular "How to make friends and influence people" (Dale Carnegie, 1936):
http://www.wired.co.uk/gallery/how-to-change-minds-and-influence-behaviour

Teams: Becoming Brilliant (BOOK)

Brilliant persons are specially fit to work (and create) brilliant teams? Guess so. What are the 6 most important skills for a team member must have (as well as for educating your kids for the future jobs)?
BOOK: "Becoming Brilliant – O que Diz a Ciência Sobre Como Educar Crianças Para o Sucesso" from Kathy Hirsh-Pasek and Roberta Golinkoff.

Article/ interview about the book (in PT):
http://observador.pt/especiais/como-se-educam-filhos-brilhantes-estas-cientistas-explicam/

Citando (PT):
"Colaboração é tudo. Se há uma ideia que fica depois de lermos o livro é esta. O mercado laboral do futuro é “um desporto de equipa”, quem não souber integrar-se não será “brilhante”. É preciso conhecer as necessidades e as expectativas dos que nos rodeiam. Como se lê no livro: “Não é possível tocar uma sinfonia com uma flauta”;Comunicação. Falar claramente, ler e escrever com igual clareza, ter um discurso articulado e, principalmente, ouvir, são competências essenciais para as autoras;Conteúdo. Se dominarem a comunicação, será muito mais fácil apreenderem conteúdo, ou seja, o conhecimento académico, e só com bases podemos saber o que temos para melhorar;Pensamento crítico. É preciso que as crianças questionem tudo o que aprendem: o que for verdade, apoiado em fontes fidedignas, consolida-se e torna-se mais uma pedra basilar onde todo o conhecimento futuro se pode, sem medos, apoiar. Porém, para aqui chegarmos, é preciso permitir às crianças por tudo em causa, até as ordens dos pais, que, a partir dos quatro anos, devem ser todas explicadas;Inovação criativa. Primeiro vem o espírito crítico, depois a inovação. É uma das competências mais difíceis de adquirir, porque pressupõe que se crie uma solução nova para um problema — novo ou antigo. Mas para inovar é preciso todas as outras competências anteriores. Um exemplo é o nascimento de plataformas como a Uber. Há um problema, descobre-se uma solução e agora que já surgiram outros problemas— como as condições laborais dos condutores, por exemplo, uma outra pessoa criou a Lift, que tem isso em atenção;Confiança. É preciso dizer aos nossos filhos que é importante correrem riscos na sua vida profissional. Na escola isto está a ser desencorajado. Os professores tentam sempre apontar como caminho para o sucesso um outro que já foi percorrido sem percalços milhões de vezes, daí que as universidades de topo do país sejam o único objetivo de milhões de alunos."

Psicology and SW Development?

Yes, of course. How to build teams that excel? Teams that are teams (i.e. that work as teams):
https://www.infoq.com/news/2017/09/personality-software-development

Quoting:
"(...) five major dimensions of personality. They spell out an acronym: OCEAN.

Openness to Experience vs. Closed to Experience
Conscientiousness vs. Carelessness
Extraversion vs. Introversion
Agreeableness vs. Disagreeableness
Neuroticism vs. Stability

Where one stands on these dimensions is a good predictor of important consequences for our working lives. For example, those who are open and conscientious are more likely to perform better, but they differ in how they excel: open individuals excel because they bring new ideas into the workplace; conscientious individuals because they are reliable and able to get routine tasks done effectively and efficiently. Similarly, extraverted and agreeable individuals also contribute well to the social features of work-life: extraverts are gregarious and seek out stimulation while agreeable individuals are especially adept at nurturing and motivating others. Neurotic individuals are particular sensitive to some of the threatening aspects of their environments; like canaries in a mine they may be aware of legitimate concerns that are missed by their more stable colleagues."