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Zusatztext "One new book that does deserve praise" (Financial Times Career Point! September 2006) Informationen zum Autor Recently awarded the Leadership Scholar of the Year prize by the International Leadership Association, Manfred Kets de Vries brings a different view to the much-studied subjects of leadership and the dynamics of individual and organizational change. The Financial Times, Le Capital, Wirtschaftswoche and The Economist have judged Manfred one of the world's leading thinkers on leadership. A clinical professor of leadership, he is Chair of Leadership Development and director of INSEAD's Global Leadership Centre. He is responsible for the top management seminar, The Challenge of Leadership: Creating Reflective Leaders and the program Consulting and Coaching for Change. Manfred has received INSEAD's distinguished teacher award 5 times and has also held professorships at McGill University, Montreal, Harvard Business School and Ecole des Hautes Etudes Commerciales. Author, co-author or editor of over 22 books and over 200 articles, his work has featured regularly in The New York Times, The Financial Times, The Wall Street Journal, Business Week, Fortune and many other professional press publications. Klappentext Despite the proven benefits of emotional intelligence, organizational life typically remains hostile to the world of feeling. Yet without feeling there is no passion or action. The things that matter most to us all have emotional meaning, and this is just as true in organizations as in our personal lives. In The Leader on the Couch, world-renowned business thinker Manfred Kets de Vries explores the role of emotion in personality, leadership, decision-making and group dynamics, and shows how to change today's leaders and organizations for the better by helping us understand the 'shadow side' of leadership behaviour. Zusammenfassung There is often a great discrepancy between what leaders say and what they do. This book sets out to discover why that is. Manfred Kets de Vries explores the notion that this failure is grounded in leaders' inability to recognize their own moods and subconscious urges, leading to subjective decisions based on hidden forces. Inhaltsverzeichnis Preface xiii 1 Introduction: The Clinical Paradigm 1 Giving the unconscious its due 3 Tapping into psychoanalytic theories and techniques 6 Philosophical underpinnings of the clinical paradigm 9 The inner theater 11 Motivational need systems 13 Core conflictual relationship themes 15 Using the clinical paradigm to rewrite dysfunctional scripts 16 References 17 Part One: Entering the Inner Theater of Leaders 21 2 The Narcissistic Leader: Myth and Reality 23 Back to the future 25 Two modern myths: healthy neglect and tough love 28 Narcissistic personality disorders 31 Another fi ne Messier 33 Lost in space: introducing the T-word 42 Downsizing the narcissist 45 References 49 3 A Parade of Personalities 51 A question of character 52 Assessing leaders and followers 56 The dramatic disposition 59 The dramatic individual within the organization 62 The controlling disposition 63 The controlling individual within the organization 68 The dependent disposition 70 The dependent individual within the organization 74 The self-defeating disposition 75 The self-defeating individual within the organization 79 References 80 4 Leaders and Followers: Moving Away From People 83 The detached disposition 84 The detached individual within the organization 91 The depressive disposition 94 Depressives within the organization 98 References 100 <...
