Saddam Hussein's Leadership StyleThe Need for Power and Task FocusInformation on the characteristics of the need for power and task
focus provides clues about the motives of leaders. A high score on
task focus is suggestive of a high interest in achievement; a low score
on task focus indicates a concern with the feelings and sensitivities of
others and, thus, a need for affiliation/approval/support. Leaders who
are moderate in their scores on the task focus trait have been found in
the comparative politics literature to be charismatic. They can con-
centrate on solving problems when called for by the situation, but
they can also switch to an interest in others' ideas and feelings when
the context in which they find themselves changes. The charismatic
leader has a certain degree of flexibility, matching motive to context
in attempting to meet what he or she perceives are the people's
needs. The need for power assesses leaders' desire to have control and
influence over other persons and groups.
Leaders with Hussein's motive scores (moderate in task focus and
leaning toward high in the need for power) often display a certain
charismatic charm but are highly Machiavellian in their use of this
charm. Whether or not they are sensitive to others or focus on solv-
ing a problem depends on the issue at hand and the goal of the
leader. Such leaders work to manipulate the environment to stay in
power and to appear a winner. They are good at sizing up situations
and sensing what tactics will work to achieve their ends. In effect,
other people and groups are viewed as instruments for the leader's
ends; guile and deceit are perceived as part of the game of politics.
These leaders are more skillful when they can directly interact with
those involved than when they must deal with important con-
stituencies at a distance. Without face-to-face interaction, they can
misjudge the assumptions the other party is making and how far
they are willing to go.
Leaders with Hussein's type of motive pattern can be very good to
those who are loyal to them and facilitate them retaining power. But
their attachments serve a purpose; these leaders are not emotionally
invested in people nor necessarily guided by conventional morality
or a conscience. To remain within the leader's inner circle, advisers
must be willing to do what the leader wants without regard to the
action's consequences. Moreover, they need to stay alert to when the