1. Paul R. Lawrence (1922-2011)
K.Balamurugan (1121013)
FPM 2011

2. DRIVEN:
Harvard Business School professors Lawrence and Nohria have studied
the way people behave in the workplace and presented a sociobiological
theory of motivation. They claimed that people possess four basic drives:
to acquire resources,
to bond with other people,
to learn from the environment, and
to defend themselves.
They used historical case studies to show that successful organizations
are those that give their employees opportunities to fulfill all of these ‘Driven To Lead’
is follow-up book
drives, while those that fulfill only the drive to acquire are ultimately less
to ‘Driven’.
stable.

3. DRIVEN TO LEAD:
Professor Lawrence applied his four-drive theory of human behavior to
the realm of leadership. He says that we can achieve an optimal state of
leadership when all four drives are cultivated and balanced.
Balance of four drives results in one of the three types of leadership:
MIS
GOOD GUIDED
BAD
Drive to acquire,
to bond,
to learn, and
All drives in One or Some No drive to bond;
balanced manner drives fulfilled Others present to defend.

4. Introduction
1 How Much Can We Hope For?
Part One: The Leadership Brain
2 A Brain Designed for Leadership?
3 Darwin Rediscovered: Did the Brain Evolve Leadership Capabilities?

5. Part Two: Historic Leadership Patterns
4 All About Leaders: Good, Bad, and Misguided
5 Leadership and the Historic Evolution of Political Institutions
6 Leadership of Economic Institutions: The Rise of Corporations
7 Leadership in Institutions of Human Meaning: Religion, Art, and
Science

6. Part Three: Leadership in Contemporary Affairs
8 Keeping on Track: Leadership in Contemporary Corporations
9 A Worldwide Swindle: By Banking Leaders-w/o-Conscience?
10 Keeping a Global Economy and a Global Community on Track
11 Keeping on Track by Practicing Good/Moral Leadership
12 Renewing the Story of Human Progress with Darwin's Help