"The key roles that leaders play"
In this article, a number of leadership archetypes, or roles, and ways of leading in a complex organisational environment are explored. These archetypes represent prototypes for understanding leadership behaviour. Ideally, an executive team-representing a number of leadership archetypes should be able to cover all the leadership needs that are required to make an organisation effective. Eight commonly found leadership archetypes are identified. Each of these leadership archetypes will prove more or less effective depending on the organisational situation. A description is given of each archetype including what it means working with, and managing each of these types. These in-depth descriptions form the foundation of KDVI's team assessment tool, the Leadership Archetype Questionnaire (LAQ™).
Organizational Dynamics, 2008Read more
"Conundrums coaches face in their practice"
This article sheds light on the challenges facing coaches when undertaking the journey to becoming a group coach.
Published on 11 Nov, 2014
Designed and authored by Manfred Kets de Vries - the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development at INSEAD - The Global Executive Leadership Inventory (GELI) is an in-depth leadership development tool for coaching human resource and training professionals who want to invest in programs that improve individual, team, and organizational performance.
Published on 1 Jan, 2005
"Development, design and validation of the LAQ"
This article describes the development, design and validation of the Leadership Archetype Questionnaire (LAQ™), a 360° survey instrument designed to help organisational leaders to identify their leadership style in teams.
Published on 4 Dec, 2010
"Design, development & validation of the PA"
This article describes the design and psychometric properties of the PA, a 360° feedback instrument designed to assess seven personality dimensions important in human behavior and to determine blind spots.
Published on 17 May, 2006
"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.
Published on 18 Dec, 2013
"Executive complexes regularly encountered in orgs"
This article explores the nature and origin of executive complexes and presents five complexes regularly encountered in organisational coaching and consulting work.
Published on 1 Dec, 2007
"Leadership in a digital age"
To become more effective and refective leaders, executives need to learn to improve their behavioural reactions to diffucult situations and develop greater emotional intelligence.
Published on 24 Jul, 2016
"Business schools and a holistic approach to education"
To create responsible leaders of the future, business schools need to adopt a more holistic approach to education. To what degree are business educators helping to transform individuals and improve and influence business practice?
Published on 5 Jan, 2016
"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
"Leaders and the art of forgiveness"
The knee-jerk reaction of too many people in leadership positions when they feel wronged is righteous indignation and the urge for revenge. But one factor that sets truly transformational leaders apart from the run-of-the-mill is the ability to forgive - to let feelings of anger, resentment and blame fall away and become something constructive. This article looks at how forgiveness can make for a good business tool.
Published on 19 Jul, 2013