Narcissistic Leaders
Today's business leaders maintain a higher profile than their predecessors did in the 1950s through the 1980s. Rather than hide behind the corporate veil, they give interviews to magazines like Business Week, Time, and The Economist. According to psychoanalyst, anthropologist, and consultant Michael Maccoby, this love of the limelight often stems from their personalitiesain a narcissistic personality. That is both good and bad news: Narcissists are good for companies that need people with vision and the courage to take them in new directions. But narcissists can also lead companies into trouble by refusing to listen to the advice and warnings of their managers. So what can the narcissistic leader do to avoid the traps of his own personality? Maccoby argues that todayas most innovative leaders are not consensus-building bureaucrats; they are aproductive narcissistsa with the interrelated set of skills aforesight, systems thinking, visioning, motivating, and partneringathat he terms astrategic intelligence.a Maccoby redefines the negative stereotype as the personality best suited to lead during times of rapid social and economic change.It was 1973, and I was fresh from my experience interviewing managers at high- tech companies ... I told him that it wasna#39;t a question of like or dislike, I was just skeptical. ... And all over the press in 1986, Steve Jobs made it clear that his new company, Next, wasna#39;t just producing a simple desktop computer ... normal personality type that Freud called narcissistic: aPeople belonging to this type impress others as being a#39;personalitiesa#39;; they are especially suited to act as a support for others, anbsp;...
| Title | : | Narcissistic Leaders |
| Author | : | Michael Maccoby |
| Publisher | : | Crown Business - 2012-04-25 |
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