An intriguing exploration of the emotional relationship between historically significant leaders and their followers. In this wide-ranging historical exploration of transformational leadership, Popper examines why followers are influenced by leaders and what psychological dynamics exist between leaders and their subordinates, and, in the process, redefines the phenomenon of leadership. Exploring the emotional connections that bind charismatic leaders and those who support them, he contends that this multifaceted relationship is based on reciprocal need. By focusing on prominent figures throughout history who have altered the lives of their followers in profound ways, Popper shows how these leaders reinvented and disseminated value systems, for good (e.g., Nelson Mandela) and for ill (e.g., Hitler). Whether the influence of a charismatic leader is destructive and negative or constructive and positively transformative, this intriguing work argues that the reciprocal process that takes place between leader and follower is surprisingly similar. Franklin Delano Roosevelt, Hitler, Charles Manson, and Jim Jones, Popper defines and explores three types of leader-follower relationships: regressive relationships, which are characterized by mutual dependence; symbolic relationships, which are rooted in symbolic meaning; and developmental-transformational relationships, which permit positive moral and emotional development. The author has written widely on leadership issues. Surveys a range of leaders, whose influence was beneficial or malign.

Charismatic leadership in its extreme manifestations resembles a hypnotic situation in which the followers lose their autonomic judgment. Popper compares leadership to fire. The leader is the spark, the followers the fuel, and the circumstances the oxygen that feeds the flames. Fire can destroy everything in its path, and such a strong fire is a metaphor for what is described as Hypnotic Leadership.

Describing examples of hypnotic leadership and using theories and concepts from psychology and the social sciences, Dr. Popper begins by providing three examples of leaders defined as hypnotic, whose spheres of influence ranged from a small group to millions of people. He then looks at the object of the hypnotism, the followers, demonstrating the psychological meaning of the yearning for a leader. While describing this as a possible general condition, Popper qualifies the universality of the argument, referring to differences between cultures in the attitudes toward authority or the ability to tolerate ambiguity. These differences are of great significance in terms of the susceptibility of being hypnotized by a charismatic leader. Popper then examines the meeting of factors that create the drama of hypnotic leadership, presenting the central concepts that are used in analyzing the phenomenon, and demonstrating their use with reference to examples cited and the analysis of the processes in a broad perspective. This is a provocative analysis for students and scholars of leadership and psycho-dynamic processes.

This book presents a solid, research-based conceptual framework that demystifies organizational learning and bridges the gap between theory and practice. Using an integrative approach, authors Raanan Lipshitz, Victor Friedman and Micha Popper provide practitioners and researchers with tools for understanding organizational learning under real-world conditions. Key Features: Tackles the problem of mystification: A clear message is presented that organizational learning and related concepts have been mystified in a way that is unnecessary and dysfunctional to both theory and practice. This book provides a unique set of tools for understanding, promoting, and studying organizational learning. Introduces an integrative theme that addresses three key questions: How can organizations actually learn? What is the key for productive organizational learning? When is productive organizational learning likely to occur? Answering these questions is the key to clarifying the conceptual confusion that plagues the related fields of organizational learning, learning organizations, and knowledge management. Illuminates organizational reality: All of the concepts presented in the book are illustrated through concrete case examples. Detailed analyses are provided of both successful and unsuccessful applications of organizational learning. In addition, examples of interventions to develop organizational learning are included to help managers and consultants. Intended Audience: This book is designed for advanced undergraduate and graduate courses such as Organizational Learning, Knowledge Management, and Organizational Behavior in the departments of Management, Organizational Behavior, Psychology, and Sociology.

This book presents a solid, research-based conceptual framework that demystifies organizational learning and bridges the gap between theory and practice. Using an integrative approach, authors Raanan Lipshitz, Victor Friedman and Micha Popper provide practitioners and researchers with tools for understanding organizational learning under real-world conditions. Key Features: Tackles the problem of mystification: A clear message is presented that organizational learning and related concepts have been mystified in a way that is unnecessary and dysfunctional to both theory and practice. This book provides a unique set of tools for understanding, promoting, and studying organizational learning. Introduces an integrative theme that addresses three key questions: How can organizations actually learn? What is the key for productive organizational learning? When is productive organizational learning likely to occur? Answering these questions is the key to clarifying the conceptual confusion that plagues the related fields of organizational learning, learning organizations, and knowledge management. Illuminates organizational reality: All of the concepts presented in the book are illustrated through concrete case examples. Detailed analyses are provided of both successful and unsuccessful applications of organizational learning. In addition, examples of interventions to develop organizational learning are included to help managers and consultants. Intended Audience: This book is designed for advanced undergraduate and graduate courses such as Organizational Learning, Knowledge Management, and Organizational Behavior in the departments of Management, Organizational Behavior, Psychology, and Sociology.