Details

<p>Foreword xi</p> <p>Acknowledgments xiii</p> <p>The Author xv</p> <p>Introduction xvii</p> <p>1 How Much Can We Hope For? 1</p> <p><b>Part One: the Leadership Brain 9</b></p> <p>2 A Brain Designed for Leadership? 11</p> <p>3 Darwin Rediscovered: Did the Brain Evolve Leadership Capabilities? 53</p> <p><b>Part Two: Historic Leadership Patterns 79</b></p> <p>4 All About Leaders: Good, Bad, and Misguided 81</p> <p>5 Leadership and the Historic Evolution of Political Institutions 101</p> <p>6 Leadership of Economic Institutions: The Rise of Corporations 123</p> <p>7 Leadership in Institutions of Human Meaning: Religion, Art, and Science 143</p> <p><b>Part Three: Leadership in Contemporary Affairs 167</b></p> <p>8 Keeping on Track: Leadership in Contemporary Corporations 169</p> <p>9 A Worldwide Swindle: By Banking Leaders-w/o-Conscience? 193</p> <p>10 Keeping a Global Economy and a Global Community on Track 213</p> <p>11 Keeping on Track by Practicing Good/Moral Leadership 241</p> <p>12 Renewing the Story of Human Progress with Darwin’s Help 267</p> <p>Appendix: Darwin Misunderstood 271</p> <p>Notes 283</p> <p>Index 301</p>

"...former Medtronic CEO and smart leadership thinker Bill George loved it, and I have to think someone who's been studying the topic since at least the 1960s would have something smart to say." (<i>Washington Post</i>, October 2010)

<p><b>paul r. lawrence</b> is the Wallace Brett Donham Professor of Organizational Behavior Emeritus at Harvard Business School. He is the author of twenty-five books and numerous articles across the entire field of social sciences and is the coauthor, with Nitin Nohria, of <i>Driven: How Human Nature Shapes Our Choices.</i>

<p><b>"This book is truly amazing—actually, a masterpiece. It tells the story of the human condition."</b><br> —From Foreword by WARREN BENNIS <p>IN THIS FOLLOW-UP BOOK to the best-selling <i>Driven</i>, Harvard professor Paul Lawrence applies his four-drive theory of human behavior to the realm of leadership, explaining how leadership—like all human behavior—can be understood as a function of the balance, or lack of balance, of four basic human drives: the drive to acquire, to defend, to comprehend, and to bond. We achieve an optimal state of leadership when all four drives are cultivated and balanced. <p>In this next-step resource, Lawrence uses historical examples and current leadership crises to explain how the balance of the four drives results in one of three types of leadership: <ul> <b><li>Good leadership</b>: The best leaders, followers, and stakeholders fulfill the four drives in a balanced manner.</li> <b><li>Misguided leadership</b>: These leaders, followers, and stakeholders fulfill one or some of their four drives while ignoring or supp-ressing the others.</li> <b><li>Evil leadership</b>: Defines leaders who are missing the drive to bond and have influence over others and only fulfill their drives to acquire, defend, and comprehend.</li> </ul> <p><i>Driven to Lead</i> explains the biological underpinnings of leadership behavior and offers a compelling discussion of the history of leadership. It examines the critical turning points in the leadership of political institutions, the rise of the corporation as the leading economic institution, and the leadership of religious, artistic, and scientific organizations. <p>Based on theories that are universal, testable, and actionable, <i>Driven to Lead</i> brings to light a general theory of human behavior that can be used to cultivate good leadership and leaders who have a balance of the four drives.

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