Pesquisa de referências

Narcissistic leaders : the incredible pros, the inevitable cons

<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.loc.gov/MARC21/slim http://www.loc.gov/standards/marcxml/schema/MARC21slim.xsd">
  <record>
    <leader>00000nab a2200000 i 4500</leader>
    <controlfield tag="001">MAP20071501311</controlfield>
    <controlfield tag="003">MAP</controlfield>
    <controlfield tag="005">20080418122737.0</controlfield>
    <controlfield tag="007">hzruuu---uuuu</controlfield>
    <controlfield tag="008">001205e20000101usa||||    | |00010|eng d</controlfield>
    <datafield tag="040" ind1=" " ind2=" ">
      <subfield code="a">MAP</subfield>
      <subfield code="b">spa</subfield>
    </datafield>
    <datafield tag="084" ind1=" " ind2=" ">
      <subfield code="a">922.12</subfield>
    </datafield>
    <datafield tag="100" ind1="1" ind2=" ">
      <subfield code="0">MAPA20080170226</subfield>
      <subfield code="a">Maccoby, Michael</subfield>
    </datafield>
    <datafield tag="245" ind1="1" ind2="0">
      <subfield code="a">Narcissistic leaders</subfield>
      <subfield code="b">: the incredible pros, the inevitable cons</subfield>
      <subfield code="c">by Michael Maccoby</subfield>
    </datafield>
    <datafield tag="520" ind1="8" ind2=" ">
      <subfield code="a">Larger-than-life-leaders resemble  the personality type that Freud dubbed Narcisssistic, who are those riks takers willing to get the job done but also charmers able to conver the masses with their rethoric. But the danger is that they can come unproductive when become unrealistic dreamers. The strong points of a narcisistic leader are: great vision and the hability to attract followers; they are often skillful orators, what makes them very charismatic.They also have  weaknesses such as an special sensitivity to criticism, lack of empathy, distaste for mentoring, intense desire to compete and are poor listeners. The article concludes with some advice on avoiding the dangers</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080605742</subfield>
      <subfield code="a">Directivos de empresas</subfield>
    </datafield>
    <datafield tag="650" ind1="0" ind2="1">
      <subfield code="0">MAPA20080569815</subfield>
      <subfield code="a">Organizaciones</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080551513</subfield>
      <subfield code="a">Liderazgo</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080600938</subfield>
      <subfield code="a">Dirección de empresas</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080600389</subfield>
      <subfield code="a">Comportamiento humano</subfield>
    </datafield>
    <datafield tag="773" ind1="0" ind2=" ">
      <subfield code="w">MAP20077100345</subfield>
      <subfield code="g">January-February 2000 ; p. 68-77</subfield>
      <subfield code="t">Harvard business review</subfield>
      <subfield code="d">Boston</subfield>
    </datafield>
  </record>
</collection>