Kets de Vries Institute

A company can have all the advantages in the world...

...strong financial resources, enviable market position, state-of-the-art technology...

...but if its leadership fails, all these advantages melt away.

Anyone wanting to create or lead an effective organization needs to understand...

...the dynamics of leadership, teams, and organizational culture.

Our mission is to create results-driven, sustainable organizations by putting people first—to create best places to work.

 
 
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    6th ESMT/KDVI Coaching Colloquium Transitions: Getting through “neither here nor there” moments December 12–13, 2014 at ESMT Campus, Berlin

    6th Annual ESMT/KDVI Coaching Colloquium

    The Colloquium continues to serve as an opportunity for academics, practicing leadership coaches, Human Resources and Learning and Development professionals, and management consultants to enhance their knowledge, skills, and networks through intensive collaboration and peer-consultation on challenging or unusual cases in the practice of leadership coaching.


    https://www.esmt.org/faculty-research/center-and-chairs/center-leadership-development-research-cldr/esmt-coaching

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    Mindful Leadership Coaching- Journeys into the Interior Palgrave Macmillan 2014

    New book out on Mindful Leadership Coaching

    Kets de Vries new book, Mindful Leadership Coaching, advises on how the best leadership coaches help their executive clients create the tipping points that lead to significant personal and professional change and explains the innovative tools he has devised to support this intervention technique. Including case examples and questionnaires that facilitate a deep understanding of the psychodynamics of personal and organizational change, this book will help coaches and executives transform attitudes, beliefs, and behaviors.

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    Kets de Vries Blog on HBR - 2014

    Kets de Vries Blog on HBR

    Manfred Kets de Vries' ongoing blog series with the Harvard Business Review, addressing the pathology of leaders and the darker side of leadership.

    - Sometimes Colleagues are the Best Coaches
    - Executives Must Face their own Mortality
    - When it's Time to Let Go
    - Are you too Afraid to Succeed?
    - The Dark Side of Retirement
    - Helping the Passive-Aggressive Executive
    - Is Your Boss a Psychopath?
    - The Eight Archetypes of Leadership
    - The Case for Slacking Off
    - Leaders Who Can’t Forgive
    - The Dangers of Codependent Mentoring

    http://blogs.hbr.org/manfred-f-r-kets-de-vries/

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    Kets de Vries on TEDxAmsterdam "Why Leaders Derail" - 2013

    TEDxAmsterdam "Why Leaders Derail"

    What happens when a leader does not use his position of authority wisely, and when he turns bad? One of the difficulties to CEOs is getting the right team around team, to have functional relations with subordinates who dare to give criticisms when an idea is not good.

    http://www.tedxamsterdam.com/talks/why-leaders-derail-manfred-kets-de-vries-at-tedxamsterdam/

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    Harvard Business Manager interview - 2012

    Harvard Business Manager interview

    Manfred Kets de Vries is interviewed for Harvard Business Manager's special on Germany Management.

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    Doctor Honoris Causa - 2011

    Doctor Honoris Causa

    On October 14, 2011 in the presence of the President of Slovenia, Mr. Danilo Türk, Manfred Kets de Vries received a Doctor Honoris Causa title from the IEDC Bled School of Management

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    Freud Memorial Award - 2011

    Freud Memorial Award

    On Friday 10th September Manfred Kets de Vries was honoured by the Dutch Psychoanalytic Institute in Holland where he was presented with the Freud Memorial Award.

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    50 Most Influential Business Thinkers of 2009

    50 Most Influential Business Thinkers of 2009

    The Thinkers 50 rated Manfred F.R. Kets de Vries as one of the 50 most influential business thinkers of 2009. The Thinkers is a bi-annual ranking of the world's foremost business thinkers.

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    ISPSO votes for new Distinguished Member

    ISPSO votes for new Distinguished Member

    The International Society for the Psychoanalytic Study of Organizations (ISPSO) unanimously voted Manfred F.R. Kets de Vries to become a Distinguished Member.

    This is a rare honour, so far only conferred to three other members: Harry Levinson, Harold Bridger and Gordon Lawrence.

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    International Leadership Association honors Kets de Vries - 2008

    International Leadership Association

    International Leadership Association honors Manfred Kets de Vries with the International Leadership Association Lifetime Achievement Award in Los Angeles, during the ILA annual conference.

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Leadership archetype questionnaire (LAQ), Abridged
1 of 16: It is easy for me to ignore the usual, standard ways of doing things.
Does not describe me at all        Describes me very well
2 of 16: I place a strong emphasis on discipline and control in whatever I do.
Does not describe me at all        Describes me very well
3 of 16: I am a very good communicator and it is easy for others to understand me.
Does not describe me at all        Describes me very well
4 of 16: I am very good at getting people's attention.
Does not describe me at all        Describes me very well
5 of 16: I make a point to thank people for work well done.
Does not describe me at all        Describes me very well
6 of 16: I see business opportunities in negotiations where others see problems.
Does not describe me at all        Describes me very well
7 of 16: I like setting my own goals.
Does not describe me at all        Describes me very well
8 of 16: I get excited by overcoming blocked situations.
Does not describe me at all        Describes me very well
9 of 16: I am always on the lookout for new ways of doing things or new projects.
Does not describe me at all        Describes me very well
10 of 16: When I imagine the future, I see myself running my own organization
Does not describe me at all        Describes me very well
11 of 16: I believe that tighter controls will solve many problems in our organization
Does not describe me at all        Describes me very well
12 of 16: I am always looking for ways to solve difficult organizational problems
Does not describe me at all        Describes me very well
13 of 16: One of my major strengths is building scenarios to envision a brighter future
Does not describe me at all        Describes me very well
14 of 16: I am not easily discouraged when trying to make a deal
Does not describe me at all        Describes me very well
15 of 16: I am the one who encourages long-term strategy development as opposed to short-term planning in our organization
Does not describe me at all        Describes me very well
16 of 16: I have a genuine concern for my colleagues
Does not describe me at all        Describes me very well

The Leadership Archetype Questionnaire (LAQ) is based on the belief that an individualistic notion of leadership is inadequate, given the increased complexity of the work environment. Although the "Great Man or Woman" theories still linger, most scholars of leadership now recognize that successful organizations are characterized by a distributive, collective, complementary form of leadership.

To further explore this form of leadership, eight leadership archetypes have been defined:

• Strategist
• Change-catalyst
• Transactor
• Builder
• Innovator
• Processor
• Coach
• Communicator

These archetypes are representations of ways of leading in the complex organizational environment. They are prototypes that provide us with models for understanding leadership behavior. By completing the LAQ leaders should be able to identity their own leadership archetype characteristics.

Clinical research revealed that although individuals may "drift" toward one particular archetype, it is more common for a person to possess the characteristics of a number of archetypes; "hybrids" are the rule rather that the exception. It is important to keep in mind that each of these leadership archetypes will prove more or less effective depending on the organizational situation; therefor the ideal executive team should include people with diverse dominant leadership archetype characteristics. An executive team in which multiple leadership archetypes are represented should be able to cover all the leadership needs that are requires, whatever the context.

This abbreviated version of the LAQ only calculates results based on your personal observations. The LAQ is most effective and informative with peers, supervisors and subordinates also fill in the questionnaire with their observations, thus providing you with a more complete assessment of your leadership characteristics. For the full 360° version of the LAQ, click here.

The Kets de Vries Institute (KDVI) counsels individual CEOs and top executive teams, using a psychodynamic approach to leadership coaching and development.

Founded by Manfred Kets de Vries, one of the world’s foremost thinkers on leadership, KDVI provides a range of tailor-made leadership coaching, consulting, and organizational change services delivered by a global network of leadership coaches and consultants. We work with national, international, and global organizations all over the world and our clients include leaders in banking, telecommunications, healthcare, media, transportation, manufacturing, and strategic consulting.

Our mission is to help create results driven, sustainable organizations by putting people first—to create best places to work.