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The Leaders We Need: And What Makes Us Follow Hardcover – October 8, 2007
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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.)
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Times - and people - have changed. Leaders urgently need to come to terms with that fact. --The Financial Times, December 6, 2007
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and how the types of leaders we need today are not like the leaders of the
past, read this book. A lot of practical psychological info you can apply
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.
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.