The Leader The Led And The Psyche

In this book of absorbing stories, Bruce Mazlish illuminates the lives of intellectual and political leaders with the penetrating light of psychohistory and in doing so illuminates our own lives as well. A pioneer in this field, Mazlish demonstrates that study of the origins of leaders—their personal history—can help us understand their work, and that only in a study of their context, can we grasp their impact on events. Mazlish brings the insights of psychoanalysis to bear on a wide spectrum of leaders, beginning with those who created the theories of psychoanalysis: Darwin, who began to uncover the story of the human species; Freud, whose theory of individual behavior was rooted in Darwin's evolutionary biology; and Nietzsche, whose philosophy can be seen as a precursor to Freud. He studies intellectual leaders whose work stimulated political change: Marx, who inspired a revolution and "a great secular religion"; Thoreau, who fantasized independence within a dependent life; Jevons, whose economic theories reflected a private tension between ambition and duty; and Weber, a man of reason and passion, whose theories emerged from personal traumas. A section on political leadership examines polar opposites: the raging mystic but opportunist Khomeini; and Orwell, whose hatred for totalitarianism was less fierce than his passive fear. A final section on the psychohistory of groups focuses on the United States, exploring the polarities of American life, its light-dark dichotomies. Mazlish finds that these ambivalences explain "the American psyche"—from the Puritan's melancholy conscience and Washington's sense of parental betrayal that compelled a break with the father-mother country to Nixon's uncritical self-righteousness and his conviction of being always under attack.

In this book of absorbing stories, Bruce Mazlish illuminates the lives of intellectual and political leaders with the penetrating light of psychohistory and in doing so illuminates our own lives as well. A pioneer in this field, Mazlish demonstrates that study of the origins of leaders--their personal history--can help us understand their work, and that only in a study of their context, can we grasp their impact on events. Mazlish brings the insights of psychoanalysis to bear on a wide spectrum of leaders, beginning with those who created the theories of psychoanalysis: Darwin, who began to uncover the story of the human species; Freud, whose theory of individual behavior was rooted in Darwin's evolutionary biology; and Nietzsche, whose philosophy can be seen as a precursor to Freud. He studies intellectual leaders whose work stimulated political change: Marx, who inspired a revolution and "a great secular religion"; Thoreau, who fantasized independence within a dependent life; Jevons, whose economic theories reflected a private tension between ambition and duty; and Weber, a man of reason and passion, whose theories emerged from personal traumas. A section on political leadership examines polar opposites: the raging mystic but opportunist Khomeini; and Orwell, whose hatred for totalitarianism was less fierce than his passive fear. A final section on the psychohistory of groups focuses on the United States, exploring the polarities of American life, its light-dark dichotomies. Mazlish finds that these ambivalences explain "the American psyche"--from the Puritan's melancholy conscience and Washington's sense of parental betrayal that compelled a break with the father-mother country to Nixon's uncritical self-righteousness and his conviction of being always under attack.

Join the global movement that's making corporations more people-centric to achieve great results. The world is facing a global leadership crisis. Seventy-seven percent of leaders think they do a good job of engaging their people, yet 88 percent of employees say their leaders don't engage enough. There is also a high level of suffering in the workplace: 35 percent of employees would forgo a pay raise to see their leaders fired. This is an enormous waste of human talent--despite the fact that $46 billion is spent each year on leadership development. Based on extensive research, including assessments of more than 35,000 leaders and interviews with 250 C-level executives, The Mind of the Leader concludes that organizations and leaders aren't meeting employees' basic human needs of finding meaning, purpose, connection, and genuine happiness in their work. But more than a description of the problem, The Mind of the Leader offers a radical, yet practical, solution. To solve the leadership crisis, organizations need to put people at the center of their strategy. They need to develop managers and executives who lead with three core mental qualities: mindfulness, selflessness, and compassion. Using real-world inspirational examples from Marriott, Accenture, McKinsey & Company, LinkedIn, and many more, The Mind of the Leader shows how this new kind of leadership turns conventional leadership thinking upside down. It represents a radical redefinition of what it takes to be an effective leader--and a practical, hard-nosed solution to every organization's engagement and execution problems.

In this book, some of the world's leading scholars come together to describe their thinking and research on the topic of the psychology of leadership. Most of the chapters were originally presented as papers at a research conference held in 2001 at the Kellogg School of Management of Northwestern University. The contributions span traditional social psychological areas, as well as organizational theory; examining leadership as a psychological process and as afforded by organizational constraints and opportunities. The editors' goal was not to focus the chapters on a single approach to the study and conceptualization of leadership but rather to display the diversity of issues that surround the topic. Leadership scholars have identified a host of approaches to the study of leadership. What are the personal characteristics of leaders? What is the nature of the relation between leaders and followers? Why do we perceive some people to be better leaders than others? What are the circumstances that evoke leadership qualities in people? Can leadership be taught? And so on. The contributions to this book examine these important questions and fall into three categories: conceptions of leadership, factors that influence the effectiveness of leadership, and the consequences and effects of leadership on the leader. All in all, the chapters of this volume display part of a broad spectrum of novel and important approaches to the study of the psychology of leadership. We hope that they are equally useful to those who are or would be leaders and to those who study the topic. As recent events have served to remind us, it is too important a topic to be ignored by psychologists.

Just as the Wright Brothers combined science and practice to finally realize the dream of flight, Ryan and Robert Quinn combine research and personal experience to demonstrate how to reach a psychological state that elevates us and those around us to greater heights of achievement, integrity, openness, and empathy. It's the psychological equivalent of aerodynamic lift, and it is the fundamental state of leadership. This book draws on recent advances in positive psychology and organizational science to describe four questions that, when asked in any situation, will help us experience the fundamental state of leadership. Engaging personal stories illustrate how the Quinns and others have applied these concepts at work, at home, and in the community. --

In applying psychology to the field of politics, the eminent British anthropologist and psychologist W.H.R. Rivers deals with social or collective psychology rather than with the psychology of the individual. This choice presents a number of problems. These include the relation between individual and collective psychology, the concept of a collective or group mind, and the question of how far society can be regarded as an organism. The choice also presents the need to explain the fact that when a number of individuals act together, the product of their combined activity is not the same as what might have emerged from the separate activity of individuals. Rivers' belief in the political process prompted him to deliver the lectures on psychological theory that are printed in this volume. Three other addresses are also included in this volume, one on socialism and human nature, another on education and mental hygiene, and a lecture on the aims of ethnography. Rivers considered the relation between psychology and sociology, putting forward the position that the formulation of an adequate science of social psychology lies in the observation of social conduct, including not merely the social conduct of everyday life, but still those forms of it which are subsumed under the headings of religion, economics, and politics, as well as the social institution of language. The social behavior of mankind is capable of being studied as a methodological principle, independently of the psychological basis of behavior.

In our postmodern, experience-oriented culture, people are longing for greater authenticity, integrity, and depth in their pastors and leaders. Board directors, church members, and staff alike are all eagerly seeking leaders who effectively integrate their spirituality and leadership. Pastors and executives, however, often struggle with knowing how to integrate their spiritual values and practices into their leadership and management roles. Designed for pastors, executives, administrators, managers, coordinators, and all who see themselves as leaders and who want to fulfill their God-given purpose, The Spirit-Led Leader addresses the critical fusion of spiritual life and leadership for those who not only want to see results, but who also desire to care just as deeply about who they are and how they lead as they do about what they produce and accomplish. Geoffrion creates a new vision for spiritual leadership as partly an art, partly a result of careful planning, and always a working of the grace of God