Maccoby MHarvard Business Review, (USA), Jan-Feb 2000 Vol 78 No 1
Start page: 69. No of pages: 9
Notes that the major changes transforming the economy give business leaders a high profile. Suggests that many larger-than-life corporate leaders closely resemble the narcissistic personality type described by Freud. Examines the benefits and challenges posed by such leadership, describing Freud’s three main personality types (erotics, who make caring and supportive managers, obsessives, who are effective operational managers and the more independent, innovative narcissists). Explains the strengths of the narcissistic leader as an ability to communicate a vision and to attract followers, but warns that such leaders are often poor listeners and may become isolated. Offers ways to offset the risks to the organization and the individual employee posed by the narcissistic leader but warns that although they may be necessary in times of change, narcissistic leaders can lead cause considerable damage to the organization unless their limitations are recognized.
Subject(s): FREUD, PERSONALITY, LEADERSHIP, MANAGEMENT STYLES
Database: TMA: Top Management Abstracts EB: European Business PS: Public Sector Management
ISSN: 0017-8012. Reference: 29AJ050
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