The Resource The leadership shadow : how to recognise and avoid derailment, hubris and overdrive, Erik de Haan and Anthony Kasozi

The leadership shadow : how to recognise and avoid derailment, hubris and overdrive, Erik de Haan and Anthony Kasozi

Label
The leadership shadow : how to recognise and avoid derailment, hubris and overdrive
Title
The leadership shadow
Title remainder
how to recognise and avoid derailment, hubris and overdrive
Statement of responsibility
Erik de Haan and Anthony Kasozi
Creator
Contributor
Author
Subject
Genre
Language
  • eng
  • eng
Summary
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
Cataloging source
MiAaPQ
http://library.link/vocab/creatorName
Haan, Erik de
Dewey number
  • 658.4/092
  • 658.4092
Illustrations
illustrations
Index
index present
Language note
English
LC call number
HD57.7
LC item number
.H3294 2014
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
Kasozi, Anthony
http://library.link/vocab/subjectName
Leadership
Label
The leadership shadow : how to recognise and avoid derailment, hubris and overdrive, Erik de Haan and Anthony Kasozi
Instantiates
Publication
Copyright
Note
Description based upon print version of record
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Content category
text
Content type code
txt
Contents
  • Contents; 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' sideDevelopment 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 myopiaNotes; 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 leadersNeurotic 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 out12 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; Note; Epilogue: historical models of leadership; 1 The shadow king: a Chinese model of leadership
  • 2 Democracy: an Athenian model of leadership
Dimensions
unknown
Extent
1 online resource (360 p.)
Form of item
online
Isbn
9780749470500
Media category
computer
Media type code
c
Specific material designation
remote
System control number
  • (EBL)1745918
  • (OCoLC)884547932
  • (SSID)ssj0001262099
  • (PQKBManifestationID)11685839
  • (PQKBTitleCode)TC0001262099
  • (PQKBWorkID)11211103
  • (PQKB)11224483
  • (MiAaPQ)EBC1745918
  • (EXLCZ)992550000001332551
Label
The leadership shadow : how to recognise and avoid derailment, hubris and overdrive, Erik de Haan and Anthony Kasozi
Publication
Copyright
Note
Description based upon print version of record
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Content category
text
Content type code
txt
Contents
  • Contents; 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' sideDevelopment 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 myopiaNotes; 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 leadersNeurotic 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 out12 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; Note; Epilogue: historical models of leadership; 1 The shadow king: a Chinese model of leadership
  • 2 Democracy: an Athenian model of leadership
Dimensions
unknown
Extent
1 online resource (360 p.)
Form of item
online
Isbn
9780749470500
Media category
computer
Media type code
c
Specific material designation
remote
System control number
  • (EBL)1745918
  • (OCoLC)884547932
  • (SSID)ssj0001262099
  • (PQKBManifestationID)11685839
  • (PQKBTitleCode)TC0001262099
  • (PQKBWorkID)11211103
  • (PQKB)11224483
  • (MiAaPQ)EBC1745918
  • (EXLCZ)992550000001332551

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