Leadership involves power and influence over others-but each of us is trapped by a psychological imperative inside us to use whatever control we have for our own ends. Where does this imperative come from? The author describes four ego patterns, formed during our childhood, which is the source of our drives and fears-Shaping, Defining, Adapting and Defending-and shows how they determine the needs we try to meet in our lives as leaders. Our natural instinct to use our leadership to meet our own needs rather than others' is what he terms 'defendedness'. One strategy of defended leadership is to...