By Paul R. Lawrence
Praise for Driven to Lead
''A robust clinical framework, grounded in evolutionary biology, that is helping us take into consideration management successes and screw ups all through background and the way we'd tackle humanity's want for larger management going forward.''
—Nitin Nohria, Dean, Harvard enterprise School
''Brilliant insights—straightforward, effortless to understand, and very important to an individual in enterprise. I are expecting the four-drives version will change Maslow's hierarchy of wishes because the accredited method of describing human behavior.''
—David N. Burt, chairman emeritus, provide Chain administration Institute, collage of San Diego
''Paul Lawrence is again! Driven to Lead is the main complete common thought of management ever created. by way of digging deeply into Darwin, Lawrence bargains a realistic advisor for genuine leaders to excel in ultra-modern hard world.''
—Bill George, professor of administration perform, Harvard company college, and previous chair and CEO, Medtronic
''If Darwin had written a e-book approximately management within the twenty-first century, this might be it.''
—Ranjay Gulati, Jaime and Josefina Chua Tiampo Professor of industrial management, Harvard company School
''It's the E = mc2 of human behavior.''
—Malcolm DeLeo, vice chairman of Innovation, Daymon Worldwide
''This e-book provides a rigorous and novel concept on how evolution and the human mind can produce potent and useless management. The writing is apparent. it really is available to practitioners in addition to to researchers.''
—Chris Argyris, professor emeritus, Harvard company university
Read or Download Driven to Lead: Good, Bad, and Misguided Leadership PDF
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Additional info for Driven to Lead: Good, Bad, and Misguided Leadership
Sample text
The first stop for the incoming signals, laden with their emotional markers from the drives in the limbic area, is the ventromedial module, which responds to incoming signals that have conflicting emotional markers. This is where conflicting drives have a chance to check each other. For the moment, there is a stalemate, but it is that very stalemate that allows the prefrontal cortex to work out a mutually satisfactory solution, like a negotiator calling a ceasefire so that one side doesn’t just overwhelm the other.
But the existence of a drive to bond—to seek social bonds, ties, attachments, and commitments— on equal footing with the others is more controversial, and I will devote more space to providing evidence for it. Of course, there is nothing new in the observation that people tend to form bonds with other people. We see it in the bond between a couple (married or not), the bond between parents and children, the strength of family ties, the power of patriotism and other kinds of group loyalty, the power of social structures and cultural symbols, and the universal presence in humans of some kind of moral sense regarding social relations.
I told them, in confidence, simply that the company was going through a rough patch and that there might be some layoffs coming our way. I told them our best bet for avoiding layoffs is our performing fast and great on our project. While I can’t guarantee we will avoid layoffs, if they come our way, I promise to do my very best in helping anybody involved to find a good job elsewhere in the company or, if needed, outside. Now the group is really digging in and working hard. They are good people.