By Manfred F. R. Kets de Vries
"Manfred Kets de Vries is in a distinct and designated place to research management, human improvement, habit, and what it takes to be an exceptional chief. Manfred's booklet, like every his different works, is worthy examining numerous occasions, protecting it for interpreting time and again and to mirror and learn." - B Muthuraman, dealing with Director, Tata metal Ltd.
"At a really useful point [Manfred Kets de vries] has affected for the higher the lives of doubtless extra leaders-and for this reason their followers-than someone else alive. during this e-book, in an empathic and carefully compelling method, he attracts on his lengthy training profession and deeply own studies of his personal to throw mild on management, the connection among leaders and fans, and the demanding situations all of us needs to face. if you happen to care approximately this stuff (and who does not?). you won't be capable to placed this ebook down." - John Whitehead, Secretary to the Treasury, New Zealand
"This ebook is a true Bible for a person striving not just to reside with, yet to realize the entire subtleties, beliefs, and existence roles of a pacesetter in sleek society." - Nicholas Chitov, CEO of urban loan Bank
"Through the scientific lens which Manfred Kets de Vries so aptly applies to company settings, the reader is bound to meet himself, and-who knows-intrigued to move extra at the trip of self-examination." - Philippe Haspeslagh, Dean, Vlerick Leuven gent administration School
"In this significant e-book, [Manfred Kets de Vries] pauses to seem again and evaluation what he has realized through the years. the result's remarkably insightful on numerous counts; readers will research a lot on management and profession improvement. they'll additionally larger comprehend the non-public improvement of a big between management scholars." - Jean-Francois Manzoni, Professor of management and Organizational improvement, IMD
"Through a distinct knowing of the 'inner theater,' Manfred Kets de Vries provokes leaders to mirror on drivers in their habit and of these round them. This e-book offers perception o the instruments had to create excessive functionality groups and accomplish own success all through a trip in leadership." - Paul Geason, crew dealing with Director, Telstra
"Whether you're a chief or a follower, after having learn this publication you can be the other, or either. And if now not, you'll at the least comprehend the neurotic chief, if it is on your boos, or in your self. even perhaps on your spouse." - Christian Dreyer, CEO, Hansen Sicherheitstechnik AG, Munich
"This new e-book is a set of Manfred's intelligence and knowledge. His suggestion of confident narcissism may also help loads of leaders to appreciate themselves and others. Manfred is like reliable wine, the older the better." - Salem Samhoud, Founder, & Samhoud
"In his newest ebook, Manfred Kets de Vries effectively combines his versatility of roles-as a tutorial entrepreneur, psychoanalyst, advisor, management trainer, and professor-to produce an educational vintage on management from eh point of view of occupation development." - Vaseehar Hassan, Chairman, Unicorn foreign Islamic financial institution, Malaysia
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Additional info for Reflections on Leadership and Career Development: On the Couch with Manfred Kets de Vries
RN leaders exhibit characteristic dysfunctions when making important decisions for the organization. They tend to do very little scanning or analysis of the internal and external environment before making decisions, feeling that the environment is somehow beneath them, and poses no challenges that cannot easily be met. RNs’ grandiosity, exhibitionism, and preoccupation with fantasies of unlimited success cause them to undertake extremely bold and adventurous projects often doomed to fail. The quality of their leadership style is transformational rather than transactional.
For the receiver, projective identification is far more disturbing and more difficult to deal with than simple projection. In both defense mechanisms, however, there is never any sense of personal responsibility. Instead, there are distortions of reality. The frequency, severity, and intensity of these defensive mechanisms vary between the types of narcissism. The reactive type shows the highest frequency and intensity, the constructive type, the lowest. ) N A R C I S S I S T S W I T H I N O R G A N I Z AT I O N S I detailed the clinical indicators of narcissism earlier but it is important to stress that the fi rst two types of narcissistic leaders show these indicators to a different extent.
However, while SD leaders will often express interest in their subordinates’ preoccupations, this will be out of a desire to appear sympathetic rather than out of a genuine sense of concern. They will want to do the right thing, but will not really feel very enthusiastic about it. An exception to this pattern occurs in cases where leaders become attached to a subordinate whom they come to idealize. They will do all in their power to ‘ bind ’ this person, to develop and bring him or her along in their own image.
Reflections on Leadership and Career Development: On the Couch with Manfred Kets de Vries by Manfred F. R. Kets de Vries