The Psychological Assessment of Political Leadersleader has changed tactics and to move with him; any perceived chal-
lenges to the leader's authority provide reasons for dismissal, exile, or
even death.
It can be very difficult to have an effect on leaders with this motive
pattern because they appear to be one step ahead, always maneuver-
ing in any situation to gain what they want—often at the other
party's expense. At issue is how to frame proposals and information
so that the offers appear in the self-interest of such leaders; they are
likely to pursue and be attracted to overtures that are self-serving.
But in framing proposals in this way, it is important to put oneself
into the leader's shoes and consider how he is likely to view the cur-
rent circumstances, given his need to retain control and influence
over what is happening. In the vernacular of the bazaar merchant, an
opponent will have to give something in order to get something in
return; bartering and bargaining allow these leaders to sense what is
possible and what the consequences will be of pushing further
toward their goals. Leaders with this motive pattern will test the
limits before adhering to a course of action.
Self-Confidence and Conceptual Complexity
Scores on the characteristics of self-confidence and conceptual com-
plexity indicate how open leaders will be to input from others and
the environment in the decision-making process, as well as the kinds
of incentive systems leaders are likely to use with advisers, subordi-
nates, and other leaders. In table 17.1, note that Hussein scores high
in self-confidence and moderate in conceptual complexity in com-
parison to other heads of state.
When the trait score for self-confidence exceeds that for concep-
tual complexity, the leader tends to be more principled and less
pragmatic in decision making and dealings with others. Such leaders
know what they want and what should happen and spend their time
persuading others of the appropriateness of their course of action.
They are not above using coercion or devious tactics to ensure that
their views are adopted. Indeed, threats are perceived as a legitimate
incentive for prodding others into action. These leaders seek out
information that will confirm their case and enhance their ability to
convince others of what should be done. The focus is on developing
a persuasive rationale for an already selected course of action, not