The Leader on the Couch - Manfred F R Kets de Vries

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Résumé :
Despite the proven benefits of emotional intelligence, organizational life has typically been hostile to the inner world of feeling. Rationality is deemed superior to feeling, which can contaminate judgment. But without feeling there is no passion, and no action. This book sets out to change people and organizations for the better, by revealing the 'dark side' of leadership behaviour and its impact on performance. Tapping into the startling parallels between the journey to emotional intelligence, the process of psychoanalysis, the practice of leadership coaching and the Zen journey to enlightenment, renowned thinker Manfred Kets de Vries helps executives, consultants, and coaches to peel back the layers of self-deception and reveal how inner personality - largely hard-wired since early childhood - affects the way they lead and manage others....

Biographie:

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....

Sommaire:

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

5 Leaders and Followers: Moving Against People 101

The abrasive disposition 103

Abrasives within the organization 106

The paranoid disposition 110

The paranoid disposition within the organization 114

The negativistic disposition 118

The negativistic individual within the organization 123

The antisocial disposition 124

Antisocials within the organization 127

Prototypes and beyond 130

Table 5.1: An overview of the spectrum of personalities 131

References 132

6 Elation and Its Vicissitudes 135

The gift and curse of charisma 138

The sirens of hypomania 142

Surviving the maniac 151

References 155

7 The Impostor Syndrome: The Shadow Side of Success 157

Being a fraud versus feeling fraudulent 160

The fear of success 163

The dread of not living up to expectations 166

Infecting the organization 172

A search for origins 175

The light at the end of the tunnel 177

References 184

Part Two: Changing Mindsets 187

8 Can Leaders Change? Yes, But Only If They Want To 189

Why ride a dead horse? 191

Change and the triangle of mental life 193

Figure 8.1: Triangle of mental life 193

Hitting your head against the wall 194

The CEO recycling seminar 196

Looking in on the challenge of leadership 199

Theoretical underpinnings 203

References 207

9 Taking The Road Less Traveled 211

Owning your own life 212

Challenge 1: preparing for the journey 213

Case study 215

Catalysts for change 218

Challenge 2: identifying the problem 220

Major themes for executives 221

The triangle of conflict 226

Figure 9.1: Triangle of conflict 227

Challenge 3: unhooking false connections 230

Figure 9.2: Triangle of relationships 231

Linking the past with the present 232

Challenge 4: creating a holding environment 234

Challenge 5: actively...