Dr. Jerrold M. Post and Robert S. Robins explore the impact of physical and mental illness on political leadership.

"Post is a pioneer in the field of political-personality profiling. He may be the only psychiatrist who has specialized in the self-esteem problems of both Osama bin Laden and Saddam Hussein."--The New Yorker "Policy specialists and academic scholars have long agreed that for U.S. leaders to deal effectively with other actors in the international arena, they need images of their adversaries. Leaders must try to see events, and, indeed, their own behavior, from the perspective of opponents.... Faulty images are a source of misperceptions and miscalculations that have often led to major errors in policy, avoidable catastrophes, and missed opportunities. History supplies all too many examples."--from the ForewordWhat impels leaders to lead and followers to follow? How did Osama bin Laden, the son of a multibillionaire construction magnate in Saudi Arabia, become the world's number-one terrorist? What are the psychological foundations of man's inhumanity to man, ethnic cleansing, and genocide? Jerrold M. Post contends that such questions can be answered only through an understanding of the psychological foundations of leader personality and political behavior.Post was founding director of the Center for the Analysis of Personality and Political Behavior for the CIA. He developed the political personality profiles of Menachem Begin and Anwar Sadat for President Jimmy Carter's use at the Camp David talks and initiated the U.S. government's research program on the psychology of political terrorism. He was awarded the Intelligence Medal of Merit in 1979 for his leadership of the center.In this book, he draws on psychological and personality theories, as well as interviews with individual terrorists and those who have interacted with particular leaders, to discuss a range of issues: the effects of illness and age on a leader's political behavior; narcissism and the relationship between followers and a charismatic leader; the impact of crisis-induced stress on policymakers; the mind of the terrorist, with a consideration of "killing in the name of God"; and the need for enemies and the rise of ethnic conflict and terrorism in the post-Cold War environment. The leaders he discusses include Fidel Castro, Osama bin Laden, Saddam Hussein, Kim Jong Il, and Slobodan Milosevic.

Why have multitudes of followers throughout history become attracted to leaders who demand sacrifice, campaigns of war or other adventures with unpredictable outcomes? Why do they command such powerful control over their followers? Madness and Leadersh

In early 1944, with the outcome of World War II by no means certain, many in the United States felt that FDR, as wartime Commander-in-Chief, was an indispensable part of prosecuting the war to a victorious conclusion. Yet although only 62, Roosevelt was mortally ill with congestive heart disease - a fact that was carefully shielded from the American public prior to the election of 1944. In a media environment where we get more details about politicians' health than we sometimes prefer, it is hard to imagine how a paper as authoriative as The New York Times could describe FDR's death as "sudden and unexpected" on its front page. Dr. Hugh Evans looks at the issue of Roosevelt's health not only from a medical ethics perspective, but also with a keen eye for the political and media considerations that led to the decision to run and not disclose the extent of Roosevelt's illness.

This 2-volume set within The SAGE Reference Series on Leadership tackles issues relevant to leadership in the realm of religion. It explores such themes as the contexts in which religious leaders move, leadership in communities of faith, leadership as taught in theological education and training, religious leadership impacting social change and social justice, and more. Topics are examined from multiple perspectives, traditions, and faiths. Features & Benefits: By focusing on key topics with 100 brief chapters, we provide students with more depth than typically found in encyclopedia entries but with less jargon or density than the typical journal article or research handbook chapter. Signed chapters are written in language and style that is broadly accessible. Each chapter is followed by a brief bibliography and further readings to guide students to sources for more in-depth exploration in their research journeys. A detailed index, cross-references between chapters, and an online version enhance accessibility for today's student audience.

The history of political events is made by people. From wars to elections to political protests, the choices we make, our actions, how we behave, dictate events. Not all individuals have the same impact on our world and our lives. Some peoples' choices alter the pathways that history takes. In particular, national chief executives play a large role in forging the destinies of the countries they lead. Why Leaders Fight is about those world leaders and how their beliefs, world views, and tolerance for risk and military conflict are shaped by their life experiences before they enter office - military, family, occupation, and more. Using in-depth research on important leaders and the largest set of data on leader backgrounds ever gathered, the authors of Why Leaders Fight show that - within the constraints of domestic political institutions and the international system - who ends up in office plays a critical role in determining when and why countries go to war.

In this authoritative account, Robert H. Ferrell shows how the treatment of President Franklin D. Roosevelt's illness in 1944- 1945 was managed by none other than the president himself. Although this powerful American president knew that he suffered from cardiovascular disease, he went to great lengths to hide that fact--both from his physician and from the public. Why Roosevelt disguised the nature of his illness may be impossible to discern fully. He was a secretive man who liked to assign only parts of tasks to his assistants so that he, the president, would be the only one who knew the whole story. The presidency was his life, and he did not wish to give it up. The president's duplicity, though not easily measurable, had a critical effect on his performance. Placed on a four-hour-a-day schedule by his physicians, Roosevelt could apply very little time to his presidential duties. He took long vacations in South Carolina, Warm Springs, the Catoctin Mountains, and Hyde Park, as well as lengthy journeys to Hawaii, Canada, and Yalta. Important decisions were delayed or poorly made. America's policy toward Germany was temporarily abandoned in favor of the so-called Morgenthau Plan, which proposed the "pastoralization" of Germany, turning the industrial heart of Europe into farmland. Roosevelt nearly ruined the choice of Senator Harry S. Truman as his running mate in 1944 by wavering in the days prior to the party's national convention. He negotiated an agreement with Winston Churchill on sharing postwar development of nuclear weapons but failed to let the State Department know. And, in perhaps the most profoundly unwise decision, Roosevelt accepted a fourth term when he could not possibly survive it. In his final year, a year in which he faced crucial responsibility regarding World War II and American foreign policy, Franklin D. Roosevelt failed to serve the nation as a healthy president would have. Reading like a mystery story, The Dying President clears up many of the myths and misunderstandings that have surrounded Roosevelt's last year, finally revealing the truth about this missing chapter in FDR's life.