000			01737nam a2200205Ia 4500
999			_c564906 _d564906
008			160121s9999 xx 000 0 und d
020			_a9781422104149
082			_a658.409 _bMAC
100			_aMaccoby, Michael
245			_aNarcissistic leaders: who succeeds and who fails
260			_bHarvard Business School Press _aBoston, Mass _c2007
300			_axxxi, 300 pages;21 cm.
520			_a"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 personalities'in 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 today's most innovative leaders are not consensus-building bureaucrats; they are "productive narcissists" with the interrelated set of skills 'foresight, systems thinking, visioning, motivating, and partnering'that he terms "strategic intelligence." Maccoby redefines the negative stereotype as the personality best suited to lead during times of rapid social and economic change"
650			_aAchievement
650			_aCivic leaders Psychology
650			_aLeadership Aspect
650			_aOrganizational effectiveness
650			_aSuccess
942			_2ddc _cB