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The Leader's Role in Crisis - a Guest Post from John Baldoni

Kevin Eikenberry

McClelland was a general without any sense of timing or engagement. George McClellan, commander of Union forces was an officer who prided himself on preparation and drill. Trouble was he was reluctant to put his well-drilled forces into action. He hung back when he should have attacked and he failed to pursue when he should have pursued.

Crisis 181
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Deep Motivations, Not Competencies, Drive Leadership Performance

The Empowered Buisness

It is one of three core motivational drivers identified by McClelland. Other interest filters are oriented around things, such as systems, tools, money, activity, etc. In the context of MAPs assessment, the Power pattern reflects to what extent a leader wants to be in charge. Too high and the leader becomes domineering.