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HBSP (USA)
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Leaders for Knowledge Work: Types of Organizational Leaders
Maccoby, MichaelBook Chapter HBS-6436BC-EIn knowledge-creating companies, we find three kinds of leaders who have to work together: strategic visionaries, operational implementers, and bridge-builders. This chapter describes the different types of organizational leaders required for knowledge work and shows the role of social character in both facilitating and resisting the changes needed to make organizations more effective and efficient. This chapter is excerpted from "The Leaders We...Starting at €8.20
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The President We Need: Assess Personality Intelligence to Pick the Best Candidate
Maccoby, MichaelBook Chapter HBS-6439BC-ECiting history and using psychological analysis, in this chapter the author describes the qualities of a president who would be able to mobilize Americans to meet the tremendous challenges of our time. Since we can't always predict how a president will act from past behavior, he also lists the questions we should ask candidates to discover whether they have the Personality Intelligence we need in a president. This chapter is excerpted from "The ...Starting at €8.20
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The Incredible Pros, the Inevitable Cons (HBR Classic) (Spanish version)
Maccoby, MichaelArticle HBS-R0401JLeadership and People ManagementIn the winter of 2000, at the height of the dot-com boom, business leaders posed for the covers of Time, BusinessWeek, and the Economist with the aplomb and confidence of rock stars. These were a different breed from their counterparts of just 10 or 20 years before, who shunned the press and whose comments were carefully crafted by corporate PR departments. Such love of the limelight often stems from what Freud called a narcissistic personality, ...Starting at €8.20
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Why We Follow: The Power of Transference
Maccoby, MichaelBook Chapter HBS-6433BC-EThe most powerful unconscious motivation for following is what Freud first described as transference of childhood images onto a leader. However, as a result of the changing social character, the transferential glue that worked in the past no longer holds followers to organizational leaders and has shifted to a more sibling-like, collaborative dynamic as opposed to a parental, autocratic one. And as organizations become global, leaders are faced w...Starting at €8.20
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From Bureaucratic Followers to Interactive Collaborators: Understanding Two Types of Relationships Between Leaders and Followers
Maccoby, MichaelBook Chapter HBS-6434BC-EThere are two types of followers: bureaucratic and interactive. A key element of the bureaucratic social character is the hardworking obsessive personality that has internalized a dominant father figure from early childhood. For people with an interactive social character, the significant person from the past they project onto a leader is often not a parent but a sibling or close friend. To create collaboration, as a leader you'll have to underst...Starting at €8.20
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Understanding People in the Knowledge Workplace: The Basics of Personality Intelligence
Maccoby, MichaelBook Chapter HBS-6435BC-EYou will better understand people in the knowledge workplace if you learn to focus on four conceptual variables that will strengthen your Personality Intelligence: identities, social character and its cultural variations, personality types, and intellectual skills. In this chapter, the author walks you through these variables, explaining their importance and providing examples from all over the world. This chapter is excerpted from "The Leaders ...Starting at €8.20
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Leaders for Health Care: What You Can Learn From Them about Leading in the Knowledge Economy
Maccoby, MichaelBook Chapter HBS-6437BC-EHealthcare organizations are prime examples of knowledge workplaces. The best of these - the Mayo Clinic, Intermountain Health Care, and others - have benefited from interactive leaders. Both businesses and non-profits can learn from their experiences in dealing with resistance to change and creating collaborative learning organizations. This chapter is excerpted from "The Leaders We Need: And What Makes Us Follow."Starting at €8.20
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Becoming a Leader We Need: Leveraging Personality Intelligence to Lead in the Knowledge Economy
Maccoby, MichaelBook Chapter HBS-6440BC-EIn order to be an effective leader in an interactive world, you need to develop your Personality Intelligence - the ability to both recognize and experience personality patterns and emotions, and to understand organizations as collaborative social systems. You can do this in a number of ways, including developing the heart, clearing the mind and practicing deep listening. Also, you have to remember that to make people willing collaborators, you h...Starting at €8.20
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Introduction: Leadership in a New Context
Maccoby, MichaelBook Chapter HBS-6404BC-EChanges in social character and the knowledge-creating workplace make it essential to raise our understanding of personality, not just intellectually, but also experientially, to develop what the author calls "Personality Intelligence." To avoid being seduced by Pied Pipers, our grasp of personality needs a lot of improvement. You can't lead in ways that worked in the past, especially in the advanced industrial democracies. Here the author explai...Starting at €8.20
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Revising Leadership Thinking: Requirements of the Knowledge Workplace
Maccoby, MichaelBook Chapter HBS-6432BC-EThe kind of leadership needed for past eras doesn't fit the age of knowledge work. Knowledge workers want to collaborate with a leader who makes their lives more meaningful, and that calls for more than stellar personal qualities. The conventional leadership literature that has formed our thinking neglects the motivation of followers. In the new context, underlying assumptions about followers no longer hold true, and leadership theory must be dri...Starting at €8.20