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The Leadership Shadow
作者 Erik de Haan
出版社 Kogan Page
ISBN 9780749470494
分類 Business & Finance > Management & Leadership
價格 HK$400.00
 
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In today's fast paced, interconnected, and mercilessly competitive business world, senior executives have to push themselves and others hard. Paradoxically, to succeed as leaders, they also need to relate to others very well. Under stress and challenge, the qualities executives have relied on to get them to the top and to achieve outstanding results can overshoot into unhelpful drives that lead to business and personal catastrophes.The Leadership Shadow draws on the lived experience of executives to make sense of what actually happens when their drivers overshoot and they act out the dark side of leadership. It shows how executives can find stability in the face of uncertainty, resilience in the face of gruelling demand, and psychological equilibrium as a leader in the face of turbulence.


About the Authors:

Professor Erik de Haan is the Director of Ashridge's Centre for Coaching and Professor of Organization Development and Coaching at the VU University Amsterdam. Erik regularly works with a range of universities and multinational companies, including Aegon, BP, Heineken, Nike, Credit Suisse First Boston, Qualcomm and Vodafone. He is a prolific and widely published author.

Anthony Kasozi is Director of Quilibra Consulting and an Associate with Ashridge Consulting who previously worked with Unilever, Deloitte, Haskins and Sells and Coopers & Lybrand. He is a highly experienced management and organization consultant and his clients include HP Services, Novo Nordisk, Masterfoods (Mars),The World Health Organisation, Oxfam, Siemens Financial Services, PriceWaterhouseCoopers, The International Finance Corporation (World Bank), UNAIDs and The Global Fund.


Preface: Leadership in the 21st century

Part One The way leaders thrive
Introduction: the importance of framing the leadership dance

01 The context that produces a leader
The 21st-century world of work: not a place for wimps
Organizations have changed beyond recognition
The new demands on executives are leading to cycles of hubris and humility
Notes

02 Patterns of leadership
What is leadership and what makes good leadership?
A relational perspective on leadership
Leading relationally
Notes

03 The leadership shadow
Knowing about your own shadow
Connections between your ‘shadow’ side and your ‘light’ side
Development of your leadership shadow over time

04 How you thrive as a leader: do-it-yourself
The story of yourself as a leader
Explore what drives you as a leader
Explore a critical relationship at work

Part Two The way leaders come to grief
Introduction: the importance of leading oneself

05 What makes top leaders tick?
Effectiveness through being focused and tough
Overdrive leading to relational myopia and ineffectiveness
Relational effectiveness coming under strain
Three real-world cases
An intuitive and psychological description of relational overdrive and myopia
Notes

06 The ‘movers and shakers’
Introduction
Antisocial patterns in leaders
Passive–aggressive patterns in leaders
Narcissistic patterns in leaders
Schizoid patterns in leaders

07 The ‘rigorous thinkers’
Introduction
Obsessive–compulsive patterns in leaders
Borderline patterns in leaders
Paranoid patterns in leaders
Schizotypal patterns in leaders

08 The ‘sensitive carers’
Introduction
Dependent patterns in leaders
Histrionic patterns in leaders
Avoidant patterns in leaders
Note

09 Neurotic patterns in leaders
Neurotic responses to stress
How these overdrive patterns may be related to leadership outcomes

10 Your own leadership patterns
Exploring your qualities, opportunities, threats and challenges
Exploring your own neurotic patterns as a leader
Exploring your own hubris

Part Three Overcoming the excesses of leadership
Introduction: the importance of invisibility

11 Coming in, staying on and going out as a leader
Coming in as a leader: getting into a leadership position
Staying on as a leader: lasting success in a leadership role
Letting go as a leader: ways and snares when going out

12 Balancing your patterns as a leader
The experience of complexity
The risks of hubris
The need for balance
Note

13 Balancing relational patterns in organizations
Teamwork is a ‘passing’ game
Vicious cycles in organizations
Virtuous cycles in organizations
Note

14 Balancing your own organizational patterns: do-it-yourself
Reviewing your strengths and overdrive patterns as a leader
Reviewing your capacity to ‘balance’ as a leader
Improving the dynamics in your own team
Note

Epilogue: historical models of leadership
1 The shadow king: a Chinese model of leadership
2 Democracy: an Athenian model of leadership
3 Ubuntu: an African model of leadership
Conclusion

Appendix A Drivers’ questionnaire
Appendix B Resilience questionnaire

Glossary
References
Index


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