This book takes readers into the private worlds of Virgin founder Richard Branson, ABB's Percy Barnevik and British Petroleum titan David Simon to provide candid accounts of how each has managed to redefine organisational growth and development in the late 20th century. The authors describe the amazing philosophies, visions and strategies that have made them outstanding models of leadership for our post-industrial era.
"A masterful work that gives us insights into the key issues, fears and decisions of three global leaders. The analyses, case studies, and interviews by Kets de Vries and Florent-Treacy reveal more about these men than they might of realized."
- Ron Bolger, Chairman, Telecom Eireann
"Clearly written and using the leaders' own words from interviews, this book lets readers debate with themselves, colleagues, the three leaders themselves, and the authors those qualities of mind, personality and organizational architecture that are associated with success."
- Abraham Zaleznik, Konosuke Matsushita Professor of Leadership Emeritus, Harvard Business School
"Brilliant portraits of three exemplary global leaders with important lessons for all leaders." -Warren Bennis, professor, University of Southern California, and author, Organizing Genius
"A masterful work that gives us insights into the key issues, fears, and decisions of three global leaders. The analyses, case studies, and interviews by Kets de Vries and Florent-Treacy reveal more about these men than they might have realized." -Ron Bolger, chairman, Telecom Eireann
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This book presents six in-depth case studies focusing on companies of vastly differing sizes, ranging from a newly privatised operation and the creation and organisation of an oligarch's empire, to several entrepreneurial start-ups in different service industries.
Published on 5 Sep, 2005
An edited volume of essays written by IGLC-INSEAD professors and leadership coaches, on diverse topics relevant to leadership development.
Published on 1 May, 2007
In this book, ideas from the psychodynamic and family systemic approaches are integrated with an existing body of literature on leadership to offer new perspectives on family business functioning.
Published on 5 Sep, 2007
"Design, development & validation of the GELI"
This article describes the design of Global Leadership Life Inventory, a 360° leadership feedback instrument. This instrument is presently used in executive programs to help identify the operational mode of individual executives.
Published on 14 Nov, 2004
This book is an easy-to-read overview of all the key events and people in Alexander the Great's extraordinary life, and provides lessons on effective leadership.
Published on 13 Oct, 2004
The book deals with how coaching interventions can drive a journey of transformational change at individual, team and organisational levels.
Published on 14 Jul, 2010
"Talented leadership in the European Union"
This article explores the complex network of relationships requires extremely talented leadership in the European Union.
Published on 1 Aug, 2005
Leaders can – at different times – be masters of disguise, seduction, and manipulation – but Kets de Vries explains cogently and convincingly why leaders who don’t first master themselves will never master their organizations effectively or humanely.
Published on 31 Dec, 1999
At this critical junction in the history of humankind, leaders that are proficient in magical thinking aren’t going to solve our problems. Creating alternative realities is not the answer. We need a very different kind of leadership―leaders who can resist the calls of regression and whose outlook is firmly based in reality. We need leaders who analyse and draw conclusions from, or use their own experiences as a development tool, face their strengths and weaknesses, and critique their own experiences in order to build new understandings.
Published on 30 Nov, 2020
In this book of insightful essays, Kets de Vries explodes the myth that rationality is what governs the behaviour of leaders and followers and provides a more realistic perspective on organisational functioning and the leader-follower relationship.
Published on 13 Aug, 2003