The Leader on the Couch by Vries, Manfred F.R. Kets de -- Read -- Imperial Library of Trantor

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Title Page Copyright Page Dedication PREFACE Acknowledgments ABOUT THE AUTHOR CHAPTER 1 - INTRODUCTION: THE CLINICAL PARADIGM

GIVING THE UNCONSCIOUS ITS DUE TAPPING INTO PSYCHOANALYTIC THEORIES AND TECHNIQUES 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

PART ONE - ENTERING THE INNER THEATER OF LEADERS

CHAPTER 2 - THE NARCISSISTIC LEADER: MYTH AND REALITY

BACK TO THE FUTURE TWO MODERN MYTHS: HEALTHY NEGLECT AND TOUGH LOVE NARCISSISTIC PERSONALITY DISORDERS ANOTHER FINE MESSIER LOST IN SPACE: INTRODUCING THE T-WORD DOWNSIZING THE NARCISSIST REFERENCES

CHAPTER 3 - A PARADE OF PERSONALITIES

A QUESTION OF CHARACTER ASSESSING LEADERS AND FOLLOWERS THE DRAMATIC DISPOSITION THE DRAMATIC INDIVIDUAL WITHIN THE ORGANIZATION THE CONTROLLING DISPOSITION THE CONTROLLING INDIVIDUAL WITHIN THE ORGANIZATION THE DEPENDENT DISPOSITION THE DEPENDENT INDIVIDUAL WITHIN THE ORGANIZATION THE SELF-DEFEATING DISPOSITION THE SELF-DEFEATING INDIVIDUAL WITHIN THE ORGANIZATION REFERENCES

CHAPTER 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

CHAPTER 5 - LEADERS AND FOLLOWERS: MOVING AGAINST PEOPLE

THE ABRASIVE DISPOSITION ABRASIVES WITHIN THE ORGANIZATION THE PARANOID DISPOSITION THE PARANOID DISPOSITION WITHIN THE ORGANIZATION THE NEGATIVISTIC DISPOSITION THE NEGATIVISTIC INDIVIDUAL WITHIN THE ORGANIZATION THE ANTISOCIAL DISPOSITION ANTISOCIALS WITHIN THE ORGANIZATION PROTOTYPES AND BEYOND REFERENCES

CHAPTER 6 - ELATION AND ITS VICISSITUDES

THE GIFT AND CURSE OF CHARISMA THE SIRENS OF HYPOMANIA SURVIVING THE ″MANIAC″ REFERENCES

CHAPTER 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

CHAPTER 8 - CAN LEADERS CHANGE? YES, BUT ONLY IF THEY WANT TO

WHY RIDE A DEAD HORSE? CHANGE AND THE TRIANGLE OF MENTAL LIFE HITTING YOUR HEAD AGAINST THE WALL THE CEO “RECYCLING” SEMINAR LOOKING IN ON ″THE CHALLENGE OF LEADERSHIP″ THEORETICAL UNDERPINNINGS REFERENCES

CHAPTER 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 CHALLENGE 3 : UNHOOKING ″FALSE CONNECTIONS″ 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

CHAPTER 10 - COACH OR COUCH, ANYBODY?

WHO ARE THE CLIENTS? WHAT IS LEADERSHIP COACHING? SHORT-TERM PSYCHOTHERAPY VERSUS LEADERSHIP COACHING THE COACHING PARADE THE FUNDAMENTALS OF COACHING: WHY AND HOW WHAT MAKES FOR COACHING SUCCESS? THE VICISSITUDES OF LEADERSHIP COACHING REFERENCES

CHAPTER 11 - GROUP LEADERSHIP COACHING

A CASE IN POINT GETTING STARTED GATHERING DATA GROUP LEADERSHIP COACHING DYNAMICS CREATING HIGH-EQ TEAMS MAKING GROUP LEADERSHIP COACHING WORK IN EXECUTIVE TEAMS THE ROLE OF COMMITMENT AND FOLLOW-UP THE ROLE OF STORYTELLING THE ROLE OF TRUST REFERENCES

PART THREE - UNDERSTANDING THE PSYCHODYNAMICS OF GROUPS AND ORGANIZATIONS

CHAPTER 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

CHAPTER 13 - UNRAVELING THE MYSTERY OF ORGANIZATIONS

CLINICAL ORGANIZATIONAL INTERVENTIONS FOCAL AREAS OF INTERVENTION THE PRICKLY CEO 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

CHAPTER 14 - CONCLUSION: CREATING ″AUTHENTIZOTIC″ ORGANIZATIONS

TRANSCENDING THE LEADERSHIP CRISIS TRUE SELF VERSUS FALSE SELF AUTHENTICITY: BEYOND THE GULAG ORGANIZATION REFERENCES

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