REFLECTIONS ON CHARACTER AND LEADERSHIP

LEADERSHIP BY TERROR 177 Shaka encouraged regressive group processes. Feeling in himself the urge to regress to these archaic fo ...

178 REFLECTIONS ON CHARACTER AND LEADERSHIP subjects in the fantasy that he loves them all equally, that each of them is especia ...

LEADERSHIP BY TERROR 179 The Zulu hunger for leadership facilitated his rise to the top; the popula- tion was predisposed and wi ...

180 REFLECTIONS ON CHARACTER AND LEADERSHIP with which he apparently made his pronouncements suggest he might have done. Family ...

LEADERSHIP BY TERROR 181 The consequence of such information (mis)management was that Shaka ’ s followers divided themselves int ...

182 REFLECTIONS ON CHARACTER AND LEADERSHIP A Capricious Operating Mode Not only do despotic leaders create structures and use d ...

LEADERSHIP BY TERROR 183 participate in executions were bonded to his atrocities; they shared in the guilt, even if, like Shaka, ...

184 REFLECTIONS ON CHARACTER AND LEADERSHIP housed the great king, who rolled the dice of life and death. What more exciting gam ...

LEADERSHIP BY TERROR 185 years in the regiments. Eager to ‘ wash their spears ’ in battle, they wanted to practice their profess ...

186 REFLECTIONS ON CHARACTER AND LEADERSHIP death — or even free themselves from death. Thus violence and terror became the warr ...

LEADERSHIP BY TERROR 187 vidual judgment and behavior can be infl uenced by the forces of group dynamics. People in a group typi ...

188 REFLECTIONS ON CHARACTER AND LEADERSHIP identifi cation that followers feel leads them to imitate his violent acts. What he ...

LEADERSHIP BY TERROR 189 control over an uncontrollable situation. The hostility does not simply go away, of course; it comes ou ...

190 REFLECTIONS ON CHARACTER AND LEADERSHIP depressed and give in to feelings of helplessness and hopelessness. People who take ...

LEADERSHIP BY TERROR 191 bility to form attachments, his incapacity to connect with others, were transformed by hardship into a ...

192 REFLECTIONS ON CHARACTER AND LEADERSHIP birth, childhood, and early career comes from collections of oral history (with that ...

TRANSFORMING LEADERSHIP PART III ...

INTRODUCTION After the chapters in the previous section, it is a relief to turn in this part of the book to leaders who use thei ...

INTRODUCTION 195 which trust is compromised cannot be truly creative and innovative: loss of creativity is an early victim to a ...

196 REFLECTIONS ON CHARACTER AND LEADERSHIP twentieth century. Welch turned General Electric into one of the largest and most ad ...