Leadership Is About to Get More Uncomfortable
Harvard Business Review
JULY 1, 2014
Such “co-opetition” will require leaders to maintain a difficult dual perspective – rivals must be simultaneously seen as both vital partners and market threats. David McClelland points out that both emotionally intelligent leaders and their egocentric counterparts tend to be motivated by power; they enjoy having an impact on others.The difference is in the type of power driving them: Egocentric leaders tend to be concerned only with personalized power – power that gets them ahead.