Michael Maccoby je celosvetovo uznávaný expert na vedenie, ktorý sa venuje písaniu o dynamike vodcovstva a motivácie. Jeho diela skúmajú nové formy podnikateľov a manažérov, ideálnych vodcov pre meniaci sa svet a teórie motivácie pre novú pracovnú silu. Maccobyho analýzy sa zameriavajú na produktívny narcizmus a jedinečné vlastnosti, ktoré prispievajú k úspechu aj neúspechu vodcov. Jeho rozsiahla kariéra zahŕňa poradenstvo vládnym inštitúciám, medzinárodným organizáciám a korporáciám, ako aj akademickú činnosť na popredných univerzitách po celom svete. Zaoberá sa tiež vedením v zdravotníctve a prácou s mladými ľuďmi v rozvojových krajinách.
Health care organizations are challenged to improve care at the bedside for patients, learn from individual patients to improve population health, and reduce per capita costs. To achieve these aims, leaders are needed in all parts of the organization need positive solutions. Transforming Health Care Leadership provides healthcare leaders with the knowledge and tools to master the unprecedented level of change that health care organizations and their leaders now face. It also challenges management myths that served in bureaucracies but mislead in learning organizations.
Michael Maccoby is a globally recognised expert in leadership. Drawing on his experience and multi-disciplinary understanding, in this book he explains the concept of Strategic Intellegence, and the tools that equip leaders to improve and transform organizations.
Today's business leaders maintain a higher profile than their predecessors did in the 1950s through the 1980s. Rather than hide behind the corporate veil, they give interviews to magazines like Business Week, Time, and the Economist. According to psychoanalyst, anthropologist, and consultant Michael Maccoby, this love of the limelight often stems from their personalities--in a narcissistic personality. That is both good and bad news: Narcissists are good for companies that need people with vision and the courage to take them in new directions. But narcissists can also lead companies into trouble by refusing to listen to the advice and warnings of their managers. So what can the narcissistic leader do to avoid the traps of his own personality? Maccoby argues that today’s most innovative leaders are not consensus-building bureaucrats; they are “productive narcissists” with the interrelated set of skills -- foresight, systems thinking, visioning, motivating, and partnering – that he terms “strategic intelligence.” Maccoby redefines the negative stereotype as the personality best suited to lead during times of rapid social and economic change.
Exploring the dynamics of leadership, this book delves into the often-overlooked role of followers in the leadership equation. Maccoby addresses the reasons behind people's willingness to follow certain leaders, filling a significant gap in existing literature. By shifting the focus from leaders to followers, the work offers fresh insights into the complexities of influence and authority in various contexts.
Focusing on a transformative approach to management, the book introduces a new type of leader who prioritizes inspiration and team fulfillment over mere financial gain and status. This leader aims to create a motivating environment that aligns both company goals and personal aspirations, redefining success in the workplace.
