The issue of leadership is crucial to Polybius’ desire to explain the rise of Rome over almost the entire known world and provide benefit and utility to readers who may have to assume positions of responsibility. This book focuses on descriptions of leadership behaviors in the Histories, aiming to identify regularly recurring patterns, motifs, and themes in the relevant passages, which could, precisely because of their persistence, heighten our sensitivity to the subtleties of Polybius’ treatment of the subject. Given that the interest in leadership permeates Polybius’ work and engages with his main thematic concerns, this study brings the reader face-to-face with questions of power and control, identity and nationality, the role of fortune, narrative strategies, thereby providing a basis for reading the Histories more generally. At the same time, a major concern throughout the book is with the ways Polybius’ representation of leadership seems to have been influenced by literary depictions of the conquests of Alexander the Great. Polybius’ interplay with his literary context and tradition deepens our understanding of what he is trying to accomplish in the narrative and how he is interacting with the expectations of his audiences.

The Greek historian Polybius (2nd century B.C.E.) produced an authoritative history of Rome's rise to dominance in the Mediterranean that was explicitly designed to convey valuable lessons to future generations. But throughout this history, Polybius repeatedly emphasizes the incomparable value of first-hand, practical experience. In Polybius: Experience and the Lessons of History, Daniel Walker Moore shows how Polybius integrates these two apparently competing concepts in a way that affects not just his educational philosophy but the construction of his historical narrative. The manner in which figures such as Hannibal, Scipio Africanus, or even the Romans as a whole learn and develop over the course of Polybius' narrative becomes a critical factor in Rome's ultimate success.

It is largely thanks to Zvi Yavetz that the Roman plebs has become “Salonfähig”. In numerous important studies Yavetz has focused his — and our — attention on the problem of the relationship between the ruler and the masses of the ruled. Thus, it seemed natural to choose various aspects of this relationship as the topic of a volume in his honour. The articles here contributed by thirteen eminent friends and colleagues deal with historical and theoretical questions of the relationship between “the one” and “the many”, covering a period from the second century B.C., through the times of the Late Republic and the Principate, to Late Antiquity and, finally, to an intriguing view at modern totalitarianism as perceived from an Enlightenment perspective.

A very readable introduction exploring much-contested issues and debates, and providing an original synthesis of this important topic.

Examines the complex reaction of the Greek historian Polybius to the expansion of Roman power, embracing admiration and support tempered by detachment of different kinds, personal, cultural, patriotic and intellectual.

Michel Foucault, one of the most cited scholars in the social sciences, devoted his last three lectures to a study of leader development. Going back to pagan sources, Foucault found a persistent theme in Hellenistic antiquity that, in order to qualify for leadership, a person must undergo processes of subjectivation, which is simply the way that a person becomes a Subject. From this perspective, an aspiring leader first becomes a Subject who happens to lead. These processes depend on a condition of parresia, which is truth-telling at great risk that is for the edification of the other person. A leader requires a mentor and advisors in order to lead successfully, while also developing the capacity in one’s own mind to heed the truth. In other words, a leader must learn how to guide oneself. A valuable contribution to the field of leadership studies, this book summarizes these last lectures as they pertain to the study and practice of leadership, emphasizing the role of ethics and truth-telling as a check on power. It then presents several other contexts where these same lessons can be seen in practice, including in the life of Alexander Solzhenitsyn, whose career as a writer epitomized speaking truth to power, and somewhat surprisingly in the United States military, in response to its twenty-first century mission of counterinsurgency.