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…mehr
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.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Erik de Haan is the Director of Ashridge's Centre for Coaching and Professor of Organization Development and Coaching at VU University Amsterdam. He regularly works with a range of universities and multinational companies, including BP, Heineken, Nike and Qualcomm. He is also the author of several books including Supervision in Action (Open University Press), Relational Coaching (Wiley) and Behind Closed Doors (Libri Publishing). Anthony Kasozi is Director of Quilibra Consulting and an associate with Ashridge Consulting and previously worked with Unilever and Deloitte. He is a highly experienced management and organization consultant with clients that include HP Services, Masterfoods (Mars),The World Health Organization, Oxfam, Siemens Financial Services, PriceWaterhouseCoopers (PwC), The International Finance Corporation (World Bank), UNAIDs and The Global Fund.
Inhaltsangabe
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
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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