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

Author: Kets de Vries, Manfred F. R. INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Wiley, 2006.Language: EnglishDescription: 407 p. ; 24 cm.ISBN: 0470030798 ; 9780470032961 (eBook)Type of document: INSEAD Book Online Access: Click here Note: The Financial Times has selected ‘The Leader on the Couch: A clinical approach to changing people and organisations’ by INSEAD Professor Manfred Kets de Vries as one of the top business books of 2006.Bibliography/Index: Includes bibliographical references and indexAbstract: People in organizations-with their individual and collective fears, hopes and expectations-are the fulcrum upon which the equilibrium of the organization depends. Unfortunately, organizational stakeholders tend to be an unruly group, with individual goals and motivations that are seldom well aligned with organizational vision, values and strategy. Given this reality, perhaps we should not be surprised that the most successful organizations appear to have something rather unusual in common: a high emotional intelligence quotient (EQ). In these organizations, "people are our greatest asset" is more than an empty slogan. The key emotional intelligence markers in individuals-among them empathy, active listening, and a capacity for self-reflection-have become part of the organizational DNA. EQ in organizations is a hot, and hotly debated, topic, but this book takes a unique analytical approach. Using a "clinical" lens, the book puts executives metaphorically "on the couch", deciphering the reasons why people behave the way they do in organizations, and uncovering the consequences of their actions. Personality prototypes are described to illustrate some of the basic foundations of human motivation and action. In dealing with these various themes, the book offers both theory and practice for organizational stakeholders. For example, the book explores the process of individual and organizational transformation and change. Clinical, system-wide intervention techniques are presented-the use of transitional space being one example-and the roles of the leadership coach and organizational consultant are discussed. An intensive group leadership coaching methodology is introduced, providing new perspectives and a more nuanced way of dealing with the dynamics of individual and organizational transformation.
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The Financial Times has selected ‘The Leader on the Couch: A clinical approach to changing people and organisations’ by INSEAD Professor Manfred Kets de Vries as one of the top business books of 2006.

Includes bibliographical references and index

People in organizations-with their individual and collective fears, hopes and expectations-are the fulcrum upon which the equilibrium of the organization depends. Unfortunately, organizational stakeholders tend to be an unruly group, with individual goals and motivations that are seldom well aligned with organizational vision, values and strategy. Given this reality, perhaps we should not be surprised that the most successful organizations appear to have something rather unusual in common: a high emotional intelligence quotient (EQ). In these organizations, "people are our greatest asset" is more than an empty slogan. The key emotional intelligence markers in individuals-among them empathy, active listening, and a capacity for self-reflection-have become part of the organizational DNA.
EQ in organizations is a hot, and hotly debated, topic, but this book takes a unique analytical approach. Using a "clinical" lens, the book puts executives metaphorically "on the couch", deciphering the reasons why people behave the way they do in organizations, and uncovering the consequences of their actions. Personality prototypes are described to illustrate some of the basic foundations of human motivation and action. In dealing with these various themes, the book offers both theory and practice for organizational stakeholders. For example, the book explores the process of individual and organizational transformation and change. Clinical, system-wide intervention techniques are presented-the use of transitional space being one example-and the roles of the leadership coach and organizational consultant are discussed. An intensive group leadership coaching methodology is introduced, providing new perspectives and a more nuanced way of dealing with the dynamics of individual and organizational transformation.

Digitized

The leader on the couch PREFACE 1 Introduction: The Clinical Paradigm Giving the unconscious its due ~ a ~into psychoanalytic theories and techniques ~ i h ~ Philosophical underpinnings of the clinical paradigm The inner theater Motivational need systems Core conflictual relationship themes Using the clinical paradigm to rewrite dysfunctional scripts References Xlll ... 1 PART ONE: ENTERING THE INNER THEATER OF LEADERS 2 21 The Narcissistic Leader: M y t h And Reality Back to the future Two modern myths: healthy neglect and tough love 23 25 28 Narcissistic personality disorders Another fine Messier Lost in space: introducing the T-word Downsizing the narcissist References 3 A Parade of Personalities A question of character Assessing leaders and followers T h e dramatic disposition The dramatic individual within the organization T h e controlling disposition The controlling individual within the organization T h e dependent disposition The dependent individual within the organization T h e self-defeating disposition The self-defeating individual within the organization ~eferencei 51 4 Leaders And Followers: Moving Away From People The detached disposition The detached individual within the organization The depressive disposition Depressives within the organization References 83 84 91 94 98 100 5 Leaders And Followers: Moving Against People T h e abrasive disposition Abrasives within the organization T h e paranoid disposition T h e paranoid disposition within the organization 103 106 110 114 The negativistic disposition The negativistic individual within the organization The antisocial disposition Antisocials within the organization Prototypes and beyond Table 5.1: An overview of the spectrum of personalities References 118 123 124 127 130 131 132 6 Elation And Its Vicissitudes The gift and curse of charisma The sirens of hypomania Surviving the "maniac" References 7 The Impostor Syndrome: The Shadow Side of Success Being a fraud versus feeling fraudulent The fear of success The dread of not living up to expectations Infecting the organization A search for origins The light at the end of the tunnel References PART TWO: CHANGING MINDSETS 8 Can Leaders Change? Yes, But Only If They Want To Why ride a dead horse? Change and the triangle of mental life Figure 8.1: Triangle of mental life Hitting your head against the wall The C E O "recycling" seminar Looking in on "the challenge of leadership" Theoretical underpinnings References 193 194 196 199 203 207 2 11 9 Taking The Road Less Traveled Owning your own life Challenge 1: preparing for the journey Case study Catalysts for change Challenge 2: identifying the problem Major themes for executives The triangle of conflict Figure 9.1: Triangle of conflict Challenge 3: unhooking "false connections" Figure 9.2: Triangle of relationships Linking the past with the present Challenge 4: creating a holding environment Challenge 5: actively working on the problem Restructuring the inner theater Keeping on track Challenge 6: consolidating the change Making the best of a poor hand of cards References 10 Coach Or Couch, Anybody? W h o are the clients? What is leadership coaching? Short-term psychotherapy versus leadership coaching The coaching parade 251 254 256 258 262 The fundamentals of coaching: why and how What makes for coaching success? The vicissitudes of leadership coaching References 11 Group Leadership Coaching A case in point Getting started Gathering data Figure 11.1: Sample personal graph Figure 11.2: Sample personality audit graph Group leadership coaching dynamics Creating high-EQ teams Figure 11.3: Leadership group coaching Making group leadership coaching work in executive teams The role of coimnitment and follow-up The role of storytelling The role of trust References PART THREE: UNDERSTANDING THE PSYCHODYNAMICS OF GROUPS AND ORGANIZATIONS 12 The Unconscious Life Of Groups And Organizations Basic group assumptions The organizational ideal Neurotic organizations Organizational archetypes Strengths of each style Placing leaders on the couch References 13 Unraveling The Mystery Of Organizations Clinical organizational interventions Focal areas of intervention The prickly C E O Through the looking glass: the Stratec collusion Consulting with the third ear Connecting with a clinically informed consultant Staying in for the long haul Emulating Sherlock Holmes References 14 Conclusion: Creating "Authentizotic" Organizations Transcending the leadership crisis True self versus false self Authenticity: beyond the gulag organization References INDEX

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