The Leadership Shadow

How to Recognise and Avoid Derailment, Hubris and Overdrive
1. Auflage 2014
ISBN: 978-0-7494-7049-4
Verlag: Kogan Page

Buch, Englisch, 360 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 547 g

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.

Autoren/Hrsg.

De Haan, Erik

Kasozi, Anthony

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftswissenschaften Wirtschaft: Sachbuch, Ratgeber
• Wirtschaftswissenschaften Betriebswirtschaft Management
• Wirtschaftswissenschaften Wirtschaftswissenschaften Literatur für Manager

Inhaltsverzeichnis

Section - ONE: The way leaders thrive;Chapter - 01: The context that produces a leader;Chapter - 02: Patterns of leadership;Chapter - 03: The leadership shadow;Chapter - 04: How you thrive as a leader: do-it-yourself;Section - TWO: The way leaders come to grief;Chapter - 05: What makes top leaders tick?;Chapter - 06: The ‘movers and shakers’;Chapter - 07: The ‘rigorous thinkers’;Chapter - 08: The ‘sensitive carers’;Chapter - 09: Neurotic patterns in leaders;Chapter - 10: Your own leadership patterns;Section - THREE: Overcoming the excesses of leadership;Chapter - 11: Coming in, staying on and going out as a leader;Chapter - 12: Balancing your patterns as a leader;Chapter - 13: Balancing relational patterns in organizations;Chapter - 14: Balancing your own organizational patterns: do-it-yourself

Über Autor(innen)

De Haan, Erik
Professor Erik de Haan is the Director of Ashridge's Centre for Coaching and Professor of Organisation Development and Coaching at the VU University Amsterdam. He joined Ashridge Business School in 2002 after ten years of organisation-development consulting experience in The Netherlands.

Erik de Haan's consulting approach is informed by his counselling and group-dynamics training. He specialises in working with the organisational unconscious and in surfacing hidden levels of the company or group culture.

Kasozi, Anthony
Anthony Kasozi BSocSc.; MSc; PhD is Director of Quilibra Consulting and an Associate with Ashridge Consulting with many years' line management and organisation consulting experience. After working with Unilever, Anthony worked as a management consultant with Deloitte, Haskins and Sells, and Coopers & Lybrand, before joining Ashridge Consulting Ltd as a Business Director.

Anthony Kasozi is an accredited Ashridge Coach; a member of the Institute of Transactional Analysis and holds Level A and Level B qualification of the British Psychological Society. He holds an MSc (Financial Economics) degree from University of London; a BSocSc in International Studies from the University of Birmingham, and a PhD examining how culture and institutions influence economic performance.

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.