In a study of 250 managers from twelve major companies, Michael Maccoby describes the new corporate leader, not altogether unsympathetically, as a person who works with people rather than with materials and who seeks not to build an empire or accumulate wealth but to experience “the exhilaration of running his team and of gaining victories.” He wants to “be known as a winner, and his deepest fear is to be labeled a loser.” Instead of pitting himself against a material task or a problem demanding solution, he pits himself against others, out of a “need to be in control.” As a recent textbook for managers puts it, success today means “not simply getting ahead” but “getting ahead of others.” The new executive, boyish, playful, and “seductive,” wants in Maccoby’s words “to maintain an illusion of limitless options.” He has little capacity for “personal intimacy and social commitment.” He feels little loyalty even to the company for which he works. One executive says he experiences power “as not being pushed around by the company.” In his upward climb, this man cultivates powerful customers and attempts to use them against his own company. “You need a very big customer,” according to his calculations, “who is always in trouble and demands changes from the company. That way you automatically have power in the company, and with the customer too. I like to keep my options open.” A professor of management endorses this strategy. “Over-identification” with the company, in his view, “produces a corporation with enormous power over the careers and destinies of its true believers.” The bigger the company, the more important he thinks it is for executives “to manage their careers in terms of their own . . . free choices” and to “maintain the widest set of options possible.”*
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