The leader on the couch : a clinical approach to changing people and organizations

Title:

Personal Author:

Kets de Vries, Manfred F. R.

Publication Information:

San Francisco CA : John Wiley & Sons Ltd., 2006

ISBN:

9780470030790

Subject Term:

Leadership -- Psychological aspects

Executives -- Psychology

Organizational behavior

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010127976	HD57.7 K474 2006	Open Access Book	Book	Searching... Unknown
Searching... PSZ KL	30000010115972	HD57.7 K474 2006	Open Access Book	Book	Searching... Unknown

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.

Author Notes

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.

Preface	p. xiii
1 Introduction: The Clinical Paradigm	p. 1
Giving the unconscious its due	p. 3
Tapping into psychoanalytic theories and techniques	p. 6
Philosophical underpinnings of the clinical paradigm	p. 9
The inner theater	p. 11
Motivational need systems	p. 13
Core conflictual relationship themes	p. 15
Using the clinical paradigm to rewrite dysfunctional scripts	p. 16
References	p. 17
Part 1 Entering the Inner Theater of Leaders	p. 21
2 The Narcissistic Leader: Myth And Reality	p. 23
Back to the future	p. 25
Two modern myths: healthy neglect and tough love	p. 28
Narcissistic personality disorders	p. 31
Another fine Messier	p. 33
Lost in space: introducing the T-word	p. 42
Downsizing the narcissist	p. 45
References	p. 49
3 A Parade of Personalities	p. 51
A question of character	p. 52
Assessing leaders and followers	p. 56
The dramatic disposition	p. 59
The dramatic individual within the organization	p. 62
The controlling disposition	p. 63
The controlling individual within the organization	p. 68
The dependent disposition	p. 70
The dependent individual within the organization	p. 74
The self-defeating disposition	p. 75
The self-defeating individual within the organization	p. 79
References	p. 80
4 Leaders And Followers: Moving Away From People	p. 83
The detached disposition	p. 84
The detached individual within the organization	p. 91
The depressive disposition	p. 94
Depressives within the organization	p. 98
References	p. 100
5 Leaders And Followers: Moving Against People	p. 101
The abrasive disposition	p. 103
Abrasives within the organization	p. 106
The paranoid disposition	p. 110
The paranoid disposition within the organization	p. 114
The negativistic disposition	p. 118
The negativistic individual within the organization	p. 123
The antisocial disposition	p. 124
Antisocials within the organization	p. 127
Prototypes and beyond	p. 130
Table 5.1 An overview of the spectrum of personalities	p. 131
References	p. 132
6 Elation And Its Vicissitudes	p. 135
The gift and curse of charisma	p. 138
The sirens of hypomania	p. 142
Surviving the "maniac"	p. 151
References	p. 155
7 The Impostor Syndrome: The Shadow Side of Success	p. 157
Being a fraud versus feeling fraudulent	p. 160
The fear of success	p. 163
The dread of not living up to expectations	p. 166
Infecting the organization	p. 172
A search for origins	p. 175
The light at the end of the tunnel	p. 177
References	p. 184
Part 2 Changing Mindsets	p. 187
8 Can Leaders Change? Yes, But Only If They Want To	p. 189
Why ride a dead horse?	p. 191
Change and the triangle of mental life	p. 193
Figure 8.1 Triangle of mental life	p. 193
Hitting your head against the wall	p. 194
The CEO "recycling" seminar	p. 196
Looking in on "the challenge of leadership"	p. 199
Theoretical underpinnings	p. 203
References	p. 207
9 Taking The Road Less Traveled	p. 211
Owning your own life	p. 212
Challenge 1 Preparing for the journey	p. 213
Case study	p. 215
Catalysts for change	p. 218
Challenge 2 Identifying the problem	p. 220
Major themes for executives	p. 221
The triangle of conflict	p. 226
Figure 9.1 Triangle of conflict	p. 227
Challenge 3 Unhooking "false connections"	p. 230
Figure 9.2 Triangle of relationships	p. 231
Linking the past with the present	p. 232
Challenge 4 Creating a holding environment	p. 234
Challenge 5 Actively working on the problem	p. 235
Restructuring the inner theater	p. 239
Keeping on track	p. 243
Challenge 6 Consolidating the change	p. 244
Making the best of a poor hand of cards	p. 245
References	p. 247
10 Coach Or Couch, Anybody?	p. 251
Who are the clients?	p. 254
What is leadership coaching?	p. 256
Short-term psychotherapy versus leadership coaching	p. 258
The coaching parade	p. 262
The fundamentals of coaching: why and how	p. 263
What makes for coaching success?	p. 265
The vicissitudes of leadership coaching	p. 269
References	p. 273
11 Group Leadership Coaching	p. 275
A case in point	p. 277
Getting started	p. 279
Gathering data	p. 280
Figure 11.1 Sample personal graph	p. 281
Figure 11.2 Sample personality audit graph	p. 283
Group leadership coaching dynamics	p. 285
Creating high-EQ teams	p. 291
Figure 11.3 Leadership group coaching	p. 295
Making group leadership coaching work in executive teams	p. 296
The role of commitment and follow-up	p. 296
The role of storytelling	p. 297
The role of trust	p. 298
References	p. 300
Part 3 Understanding the Psychodynamics of Groups and Organizations	p. 303
12 The Unconscious Life Of Groups And Organizations	p. 305
Basic group assumptions	p. 311
The organizational ideal	p. 316
Neurotic organizations	p. 322
Organizational archetypes	p. 323
Strengths of each style	p. 325
Placing leaders on the couch	p. 327
References	p. 328
13 Unraveling The Mystery Of Organizations	p. 331
Clinical organizational interventions	p. 332
Focal areas of intervention	p. 333
The prickly CEO	p. 337
Through the looking glass: the Stratec collusion	p. 341
Consulting with the third ear	p. 354
Connecting with a clinically informed consultant	p. 357
Staying in for the long haul	p. 358
Emulating Sherlock Holmes	p. 359
References	p. 362
14 Conclusion: Creating "Authentizotic" Organizations	p. 363
Transcending the leadership crisis	p. 368
True self versus false self	p. 369
Authenticity: beyond the gulag organization	p. 375
References	p. 381
Index	p. 383

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Author Notes

Table of Contents