Product Description

A leader is: someone people follow. But why do people follow? Books abound on leaders, but much less is known about followers. In "The Leaders We Need", Maccoby steps into this yawning gap in the literature. This insightful book shows that followers have their own powerful motivations to follow. Many relate to their leader as to some important person from the past - a parent, a sibling, a close friend. With major shifts in family structure and other social changes (especially transformations in technology and work life), these 'transferences' have grown complex - making leaders' work more challenging. The key for modern-day leaders? Being sensitive to how a group's collective psychology and social context shape its leadership needs.For example, factory workers in a large city during a period of relative calm would need very different leaders than people working in a star management consultancy during a time of stiffening competition. The author outlines the profound shift from a more bureaucratic society and leadership model to an interactive, collaborative one - and provides crucial advice on how to become a leader we need. Offering provocative psychological insight and thoughtful analysis of social and cultural changes, this book examines leadership through an entirely new lens.

Product Details

• Amazon Sales Rank: #510726 in Books
• Published on: 2007-11-06
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 240 pages

Features

• ISBN13: 9781422101667
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.
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From Publishers Weekly
In an unusual take on America's leadership crisis, Maccoby calls for a new kind of leader: collaborators rather than stern bureaucrats, who are able to attract a new kind of follower. For workers in the information economy who are skeptical of father figures, psychoanalyst Maccoby (Narcissistic Leaders) advocates relationships to bosses that are less parental and more siblinglike. Exploring why people follow different leaders in different times and circumstances, he rests his analysis on Freud's concept of unconscious transference. Though Maccoby's language is straightforward, skeptics will question the book's emphasis on personality: today's workers seem too detached to see their bosses and CEOs as siblings, much less parental figures. The author moves from theory to practice in calling for exceptional leaders to find new sources of clean energy, quality education and universal health care. In a detailed, hands-on chapter, Maccoby brings together leadership, personality types and organizational design to describe how a premier health-care organization should function. But it's his chapter on the president we need—examining personality types and managing styles—that will draw attention. Maccoby makes no endorsement for 2008, but he lays out the flaws of the current president, who, he writes, has taken big gambles without fully understanding the odds or the consequences of failure. (Nov.)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Review
Times - and people - have changed. Leaders urgently need to come to terms with that fact. --The Financial Times, December 6, 2007

About the Author
Michael Maccoby is a psychoanalyst, anthropologist, and consultant. He
has advised leaders at numerous corporations, from AT&T to Volvo, as
well as at institutions such as the World Bank. He is the author of
classic books on leadership, including The Leader and the Gamesman and, more recently, Narcissistic Leaders.

Customer Reviews

Significant and practical
We need Michael Maccoby's insights about leaders and our world today to follow or become The Leaders We Need. People don't want to be managed by autocratic father figures, though they will follow and better yet, collaborate with, the right kind of leader. This book is trenchant and practical.

Disclaimer: Michael Maccoby and I have worked together for 35 years. For some this might imply a lack of objectivity. For others, this qualifies a reviewer who knows his subject. You are free to make up your own mind.

Dr. Maccoby's insights are based on over 45 years of research (for example, with Erich Fromm in Mexico), teaching (Harvard, Chicago, Oxford, the Brookings Institution), consulting (IBM, AT&T, World Bank, ABB, etc.), and writing. He facilitated a national health care coalition, and directed a foundation-funded research project on exemplary health care systems. He advises diverse leaders and organizations, being trusted by both corporate and union leaders. He is a fellow of the American Psychological and Anthropological Associations, a psychologist, psychoanalyst, and anthropologist.

The Leaders We Need And What Makes Us Follow provides many examples of leaders and their organizations from this rich body of work. It is his most comprehensive book, giving readers the fruits of his productive lifetime in what might be called a grand integrated theory. His wisdom is useful for those who would lead in any way or at any level of an organization, or for understanding leaders we may choose to follow.

He raises the question why none of the existing authors on leadership give a convincing definition of leadership. Many describe leadership traits, others define their ideal leader. Maccoby's definition of a leader is deceptively simple: a leader is a person others follow.

Since both Hitler and Gandhi were people others followed, Maccoby asks: why and how do people follow a leader? Winston Churchill, a great wartime leader, was rejected by voters both before and after the war. Different contexts require different leaders.

Maccoby understands leaders in their historical context, relationship to followers, and results sought. Personality is also important. The most effective leaders will develop their Personality Intelligence, a combination of conceptual and emotional understanding, head and heart.

At the national level, we need leaders who can respond to a world aflame with fundamentalist ideologies, the global ecological crisis, and an increasing percentage of the world facing inadequate food, water, shelter, health. At the organizational level, we need leaders who can organize and inspire knowledge workers in healthcare organizations, schools, and innovative global companies. Traditional bureaucratic managers who built great corporations and government agencies of the industrial era lack the personality and understanding needed to engage a new social character, raised in dual career families rather than the paternalistic families of the past.

The new interactive social character is composed of free agents motivated by continual learning, teamwork, transparency, participation and above all, meaningful purpose. If led as collaborators they are a source of ideas, energy, and solutions. But they are turned off by rules and carrot and stick-based managers. Maccoby describes the changing attitudes of the interactives who don't idealize father figures; and the various kinds of intelligence needed to lead today.

Maccoby writes that leaders need foresight and systems thinking, and he models it. He describes leaders who are resolving today's challenges: transforming health care; creating schools that educate poor minority students who go on to college; an orphanage run on humanitarian principles where graduates lead the organization in eight countries. Maccoby shows that in the most effective knowledge creating organization, different leadership roles-- strategic, operational, and networking-- work together, and that these roles are best filled by different personality types. In "The President We Need" chapter we gain understanding to help us predict how candidates will act once elected. This book is a significant contribution, useful for would-be leaders and followers.

A study of leadership that puts followers, social change, personality type and public policy in context.
Anthropologist and psychoanalyst Michael Maccoby has been writing about leadership for more than three decades. Here he ventures an argument with an unusual perspective for managerial literature. His fundamental thesis is that changing times demand a leadership model that leaves the industrial, bureaucratic era behind. He explains that new family structures and contemporary ways of working - especially knowledge work - have created a different kind of follower. Maccoby calls these workers "Interactives" and explains their demands in psychological terms. His emphasis on "Personality Intelligence," collaboration and teamwork is not really new, but his explanation of why these factors matter and what impact they have upon public policy is striking. We find his willingness to tackle big leadership challenges - health-care policy, education and even the U.S. presidency - fresh and thought-provoking.

A Contrarian
I have been reading Maccoby's work for years. He is very thoughtful in his approach and willing to call life as he sees it through a trained lense of keen observation. I find the book refreshing because he looks at leadership from a much richer and deeper perspective than most other writers on the subject. For instance, his work on narcissistic leadership challenges many of the cherished notions held by Jim Collins and others. I get tired of those who extol "goodie goodie" leaders as the norm. Maccoby helped me understand the different leadership types who are out there and how I need to think both about those I want to follow and about those I hope will follow yours truly.

If you want a five step approach, then the book is not for you. If you want to be challenged to think and evaluate both yourself and your own organization, then I think you will really enjoy the book.