Written for coaches, consultants, leadership developmentdirectors, and anyone working in or with teams, The HedgehogEffect begins with an in-depth analysis of what teams andgroups are all about. The intricacies of leadership coaching areillustrated with an elaborate example of a team coachingintervention. In Part Two, the author applies a psychodynamic lensto the dynamics of teams and groups, taking a close look atrelationship patterns, how groups evolve, and the phenomenon of thegroup-as-a-whole. Part Three takes a more systemic perspective,addressing the challenges that change processes pose for people inorganizations, and how to create best places to work. Kets de Vriessupports the whole with the story of an organizational changeinitiative accomplished through group coaching.
"At a very practical level [Manfred Kets de vries] has affectedfor the better the lives of probably more leaders-and thereforetheir followers-than anyone else alive. In this book, in anempathic and thoroughly compelling way, he draws on his longcoaching career and deeply personal experiences of his own to throwlight on leadership, the relationship between leaders andfollowers, and the challenges we all must face. If you care aboutthese things (and who does not?). you will not be able to put thisbook down." - John Whitehead, Secretary to the Treasury, NewZealand
"This book is a real Bible for anyone striving not only tolive with, but to comprehend all the subtleties, ideals, and liferoles of a leader in modern society." - Nicholas Chitov, CEO ofCity Mortgage Bank
"Through the clinical lens which Manfred Kets de Vries so aptlyapplies to business settings, the reader is guaranteed to meethimself, and-who knows-intrigued to go further on the journey ofself-examination." - Philippe Haspeslagh, Dean, Vlerick Leuvengent Management School
"In this important book, [Manfred Kets de Vries] pauses to lookback and review what he has learned over the years. The result isremarkably insightful on several counts; readers will learn much onleadership and career development. they will also better understandthe personal and professional development of a giant amongleadership scholars." - Jean-Francois Manzoni, Professor ofLeadership and Organizational development, IMD
"Through a unique understanding of the 'inner theater,' ManfredKets de Vries provokes leaders to reflect on drivers of theirbehavior and of those around them. This book provides insight o thetools needed to create high performance teams and achieve personalfulfillment throughout a journey in leadership." - Paul Geason,group Managing Director, Telstra
"Whether you are a leader or a follower, after having read thisbook you will be the opposite, or both. And if not, you will atleast understand the neurotic leader, whether it is in your boos,or in yourself. Maybe even in your spouse." - Christian Dreyer,CEO, Hansen Sicherheitstechnik AG, Munich
"This new book is a collection of Manfred's intelligence andwisdom. His concept of constructive narcissism will help a lot ofleaders to understand themselves and others. Manfred is like goodwine, the older the better." - Salem Samhoud, Founder, &Samhoud
"In his latest book, Manfred Kets de Vries successfully combineshis versatility of roles-as an academic entrepreneur,psychoanalyst, consultant, leadership coach, and professor-toproduce an academic classic on leadership from eh perspective ofcareer development." - Vaseehar Hassan, Chairman, UnicornInternational Islamic Bank, Malaysia
Leadership often means living on the edge, living a life less ordinary, leaving the straight and narrow to take a more exciting path. Like riding a roller coaster, there will be moments that take our breath away but it is in those moments that we feel truly alive. Although we may not know what is coming round the next bend or after the next rise, we have a great time on the ride.
Kets de Vries’s examination of the “inner theatre” pushes leaders and their coaches to become a personal and organizational detectives, to look beyond the obvious and discover the deeper meaning of their own and others’ actions. Doing so can prevent leaders becoming prisoners of their own past, failing to recognize the repetitive patterns in their behavior, making the same mistakes over and over again.
Leaders are more likely than followers to experience ups and downs, successes and failures, happy days and sad. The intensity of the experience depends on the “rider.” They can scream or enjoy the ride—or, indeed, do both. They can make the best out of the beginnings and endings, the good times and bad, or they can sink beneath them. In Riding the Leadership Rollercoaster Kets de Vries provides leaders and their coaches with the insights that can help them take some control of the ride.
Broadening the Kets De Vries canvas, this book examines conceptsof organizational health, performance, and change. Material rangesfrom studies of high performance teams – based on time theauthor spent with the pygmies of central Africa – to thestudy of organizational stars, to the use of coaching interventionsto improve personal and organizational functioning.
Kets de Vries looks at the interpersonal and group processesthat determine how organizations work within specific contexts,including family firms. He studies dysfunctional leader-followerrelationships, downsizing, and organizational transformation. Ketsde Vries also introduces his concept of the "authentizotic"organization – a pleasant, healthy, well-functioningworkplace.
Here, Kets de Vries looks at entrepreneurship, the pathology ofleadership, and the personality of the leader. The reader willvisit the disturbed inner worlds of leaders like Alexander theGreat, Shaka Zulu and Robert Maxwell, discover how to distinguishbetween a cold fish and a live volcano, and identify impostors,despots, organizational fools and global leaders.
The book highlights the basic principles of the clinicalparadigm—the process of putting organizations and theindividuals who lead them on the psychoanalyst’s couch. Itincludes studies of personality archetypes and the effects theyhave on organizational life and culture—and the effects thatorganizations have on them. Referring frequently to key managementconcepts, Kets de Vries looks not only at what happens when thingsgo wrong, but also at how to create the psychological andorganizational space to make sure that things go right.
About the series:
The series offers an overview of Kets de Vries’s workspanning four decades, a period in which he has established himselfas the leading figure in the clinical study of organizationalleadership.
The books in this series contain a representative selection ofKets de Vries’ writings about leadership from a wide varietyof published sources and cover character and leadership in a globalcontext, career development and leadership in organizations. Theoriginal essays were all written or published between 1976 and2008. Updated where appropriate and revised by the author, theypresent a digest of the work of one of the most influentialmanagement thinkers of the present day.