"Eight roles for leadership effectiveness"
This blog entry with the Harvard Business Review addresses a number of recurring patterns of behavior or "archetypes" that influence an individual’s effectiveness within an organisation. It is a lack of fit between a leader’s archetype and the context in which he or she operates that is a main cause of team and organisational dysfunctionality and executive failure.
Harvard Business Review, 2013Read more
In this book, Manfred Kets de Vries presents the case for leadership group coaching as an experiential training ground for learning to function as a high performance team.
Published on 15 Nov, 2011
"Effective vs ineffective global leaders"
This article explores what leaders have to do to be effective. What roles do they have to play? What distinguishes an effective leader from an ineffective global leader?
Published on 1 Jun, 2002
"M&As: The untold story"
This blog looks at the very human factors are at play in mergers and acquisitions. Paying attention to them can increase ones chance of success.
Published on 2 Feb, 2016
"The eight archetypes of effective leadership"
In this working paper, it is argued that successful organisations are characterised by a distributive, collective, complementary form of leadership.
Published on 5 Jul, 2005
"Effective group work by the pygmies"
This article describe the best practices for effective work teams, using the pygmies of the African rain forest as a metaphor for effective group work.
Published on 1 Dec, 1999
"Effectiveness of group leadership coaching"
This article advocates the effectiveness of group leadership coaching. A change methodology centered on group coaching for high-performance teams is proposed.
Published on 1 Feb, 2005
Reflections on Groups and Organisations is the third and final book in the On the Couch with Manfred Kets de Vries series. This book examines concepts of organisational health, performance, and change.
Published on 18 Jan, 2011
"The character of high performing organisations"
Manfred Kets de Vries analyses the characteristics common to the most highly performing organisations.
Published on 7 Mar, 2001
Virtual team coaching can help turn around dysfunctional teams
Effective organisations rely on teamwork, not least because it facilitates problem solving. Many leaders, however, are ambivalent about teams. They fear overt and covert conflict, uneven participation, tunnel vision, lack of accountability and indifference to the interests of the organisation as a whole. Also, more than a few have no idea how to put together well functioning teams. Their fear of delegating – losing control – reinforces the stereotype of the heroic leader who handles it all.
Published on 26 Aug, 2020