INSEAD Library

Doriot: for 2019-2020 courses

Includes bibliographical references and index

Translated into Dutch as Leiderschap Ontraadseld. Uitgeverij Nieuwezijds, Amsterdam. September 2001.Translated into German as Das Geheimnis Erfolgreicher Manager. Financial Times. Deutschland. January 2002.Translated into French as Les mystères du leadership : Diriger, c'est vendre de l'espoir. Village Mondial / Pearson Education France, Paris. August 2002. Republished in French as La Face Cachée du Leadership. Village Mondial / Pearson Education. June 2006. Chinese simplified character edition forthcoming. Jiangsu People's Publishing House of Nanjing. Summer 2003.Translated into Estonian as Juhtimise Müstika: Käsiraamat inimestega töötamiseks. Pegasus. Spring 2003. Translated into Russian. Alpina, Moscow. 2003. Translated into Chinese, traditional character. Pearson, Taiwan. 2003. Translated into Romanian. Codecs, Bucharest. May 2006.

Organizations are like automobiles. They don't run themselves, except downhill. Leadership now requires very different behavior from the leadership tradition we are used to. It requires leaders who speak to the collective imagination of their people, co-opting them to join in the business journey; leaders who are able to motivate people to full commitment and have them make that extra effort. It's all about human behavior. It's about understanding the way people and organizations behave, about creating relationships, about building commitment, and about adapting your behavior to lead in a creative and motivating way.
So, ask yourself what you're doing about the leadership factor. How do you execute your own leadership style? Whether you work on the shop floor or have a corner office on the top floor of a shimmering skyscraper, what have you done today to be more effective as a leader?
There are no quick answers to leadership questions, and there are no easy solutions. In fact, the more we learn the more it seems there is to learn. In The Leadership Mystique, management and psychology guru Manfred Kets de Vries unpicks the many layers of complexity that underlie effective leadership, and gets to the heart of the day-to-day behavior of leading people in the human enterprise.

Digitized

The leadership mystique Acknowledgments Preface xvi xvii Decodingthe human mystique: using the prism of the clinical paradigm Introducing key issues The centrality of the clinical paradigm 1 4 8 1 8 20 Emotional intelligence in the world of work Intelligence as a multifaceted attribute A closer look at emotional intelligence Honing the sub-skills of emotional intelligence A mood too far: managing emotional extremes The core conflictual relationship theme Deepening our understanding of our inner theater Escaping your psychic prison 25 27 34 38 42 46 The mussel syndrome Corporate consequences of the mussel syndrome The changing organizational paradigm Companies that endure 48 50 52 56 62 The failure factor in leadership Executive behavior: myth and reality Rational and irrational behavior Dysfunctional patterns in leadership The transference trap The impact of narcissism 63 65 68 72 83 The Dilbert phenomenon The deadness within Resuscitating "dead" leaders Whole-life strategy versus deferred-life strategy The tragedies of success and near-success A summary prescription for revitalization The rot at the top Neurotic styles and organizations The dramatic personality/organization The suspicious personality/organization The detached personality/organization The depressive personality/organization The compulsive personality/organization An organizational vicious circle Achieving personal and organizational change The process of change The dynamics of individual change The dynamics of organizational transformation Leadership strategies for implementing change Characteristics of effective leadership Leadership models Leadership in a global context The wheel of culture Identifying global leadership abilities Global leadership development Roles leaders play Leadership versus management The dual roles of leadership The dynamics of succession Midlife dilemmas The life-cycle of a CEO Generational envy 12 Leadership development Selection problems Developmental tasks Leadership in the "digital age" 13 Best places to work: authentizotic organizations The best companies to work for The "healthy" individual Characteristics of the "authentizotic" organization The gender question 14 Final thoughts The fool as necessary truth teller Final thoughts on leadership Suggested further reading Index List of Tables 6.1 Summary of the five dominant constellations List of Figures 21 . 2.2 61 . 7.1 7.2 7.3 7.4 81 . 8.2 8.3 8.4 9.1 9.2 Styles of thinking Organizational processes The organizational vicious circle: "neurotic" organizations The five C's of the individual change process The interwoven forces of personal change The organizational "mourning" process Steps in the organizational change process The leadership domain Superior-subordinate power relationships Dimensions of leadership style The circle of competencies The wheel of culture Global leadership development 10.1 Leadershiplrnanagernent matrix 10.2 The dual roles of leadership 11.1 Leadership in the digital age 13.1 Essential elements of the authentizotic organization List of Boxes How do you view leadership? Which brain style do you favor? Which of the many faces of intelligence do you wear? What's your EQ (or "emotional quotient")? Are you an active listener? How broad is the spectrum o f your emotions? How would you rate your emotional intelligence? How's your mood state? What's your CCRT? What are your dreams telling you? Do you show symptoms of the mussel syndrome? How do you see the future of your organization? Where's your organization now? Has your organization made the paradigm shift? Will you be done in by the "boiled frog factor"? What does your workday look like? What's your leadership style? Is your narcissism held in check? How resilient are you? How well do you know your people? Are you suffering from burnout? How alive do you feel? Is your organization stressing you out? How's your sense of flow? Can you identify your leadership "peak"? How balanced is your lifestyle? Which leadership style do you favor? How does your life look t o you? A reassessment What's your attitude toward change? How would you rate your company's preparedness t o change? What's holding you back (and what can you do about it)? What does your organizational culture value? What competencies does your organization require? What are your strongest competencies? Do you have what i t takes to be a global leader? How global is your organization? Are you primarily a leader or a manager? What's your take on charisma? What's your organization's core ideology? How well is your organization dealing with succession? Which criteria really matter? Where do vou add value to vour organization? 12.4 Are you ready for leadership in the "digital age"? Are you ready for action? 13.1 How "healthy" are you? 13.2 Are you a "real" man (or woman)? 12.3