The Leadership Mystique: Leading Behavior in the Human Enterprise

Prentice Hall/Financial Times, 2006 - 276 pages
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Acknowledgments xvi
Preface xvii
1 Decoding the human mystique: using the prism of the clinical paradigm 1
Introducing key issues 4
The centrality of the clinical paradigm 8
2 Emotional intelligence in the world of work 18
Intelligence as a multifaceted attribute 20
A closer look at emotional intelligence 25
Honing the sub-skills of emotional intelligence 27
A mood too far: managing emotional extremes 34
The core conflictual relationship theme 38
Deepening our understanding of our inner theater 42
Escaping your psychic prison 46
3 The mussel syndrome 48
Corporate consequences of the mussel syndrome 50
The changing organizational paradigm 52
Companies that endure 56
4 The failure factor in leadership 62
Executive behavior: myth and reality 63
Rational and irrational behavior 65
Dysfunctional patterns in leadership 68
The transference trap 72
The impact of narcissism 83
5 The Dilbert phenomenon 91
The deadness within 93
Resuscitating "dead" leaders 97
Whole-life strategy versus deferred-life strategy 100
The tragedies of success and near-success 102
A summary prescription for revitalization 106
6 The rot at the top 108
Neurotic styles and organizations 109
The dramatic personality/organization 112
The suspicious personality/organization 114
The detached personality/organization 119
The depressive personality/organization 121
The compulsive personality/organization 123
An organizational vicious circle 133
7 Achieving personal and organizational change 136
The process of change 137
The dynamics of individual change 138
The dynamics of organizational transformation 144
Leadership strategies forimplementing change 154
8 Characteristics of effective leadership 163
Leadership models 164
9 Leadership in a global context 174
The wheel of culture 175
Identifying global leadership abilities 184
Global leadership development 187
10 Roles leaders play 194
Leadership versus management 197
The dual roles of leadership 203
11 The dynamics of succession 214
Midlife dilemmas 216
The life-cycle of a CEO 218
Generational envy 224
12 Leadership development 228
Selection problems 229
Developmental tasks 232
Leadership in the "digital age" 237
13 Best places to work: authentizotic organizations 243
The best companies to work for 244
The "healthy" individual 246
Characteristics of the "authentizotic" organization 254
The gender question 257
14 Final thoughts 261
The fool as necessary truth teller 261
Final thoughts on leadership 263
Suggested further reading 266
Index 270
List of Tables
6.1 Summary of the five dominant constellations 110
List of Figures
2.1 Styles of thinking 19
2.2 Organizational processes 38
6.1 The organizational vicious circle: "neurotic" organizations 133
7.1 The five C’s of the individual change process 143
7.2 The interwoven forces of personal change 144
7.3 The organization "mourning" process 148
7.4 Steps in the organizational change process 153
8.1 The leadership domain 166
8.2 Superior-subordinate power relationships 167
8.3 Dimensions of leadership style 168
8.4 The circle of competencies 170
9.1 The wheel of culture 177
9.2 Global leadership development 193
10.1 Leadership/management matrix 196
10.2 The dual roles of leadership 204
11.1 Leadership in the digital age 241
13.1 Essential elements of the authentizotic organization 257

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À propos de l'auteur (2006)

Manfred Kets De Vries holds the Raoul de Vitry d'Avaucourt Chair of Human Resource Management at INSEAD, is program director of INSEAD's top management program, "The Challenge of Leadership: Developing Your Emotional Intelligence", and is also co-program director of INSEAD/HEC joint program "Coaching and Consulting for Change."
The Financial Times, Le Capital, Wirtschaftswoche, and The Economist have called Manfred Kets de Vries one of Europe's leading management thinkers.
Kets de Vries is the author, co-author, or editor of 17 books, including Power and the Corporate Mind, Organizations on the Couch , Leaders, Fools and Impostors , the prize-winning Life and Death in the Executive Fast Lane (1995) (the Critics' Choice Award 1995-96), and The New Global Leaders: Percy Barnevik, Richard Branson, and David Simon (1999, with Elizabeth Florent).

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