"Psychological profile of successful CEOs"
In this interview, Kets de Vries draws on three decades of study to describe the psychological profile of successful CEOs, exploring senior executives' vulnerabilities, which are often intensified by followers' attempts to manipulate their leaders. Leaders, according to the author, have an uncanny ability to awaken transferential processes in which people transfer the dynamics of past relationships onto present interactions among their employees and even within themselves. These processes can present themselves in a number of ways, sometimes negatively. Not all CEOs are psychologically unhealthy, of course. Healthy leaders are talented in self-observation and self-analysis. The best are highly motivated to spend time on self-reflection. Their lives are in balance, they can play, they are creative and inventive, and they have the capacity to be nonconformist.
Harvard Business Review, 2004Read more
"Looking at the emotional sides of leaders"
Published on 26 Mar, 2008
This book sets out to change people and organisations for the better, by revealing the ‘dark side’ of leadership behaviour and its impact on performance.
Published on 12 Jul, 2006
"Leadership lessons from Alexander the Great"
This article explores what makes for effective leadership and what contributes to leadership derailment, using Alexander the Great of Macedonia, as an example.
Published on 1 Jun, 2003
"A profile of Ruben Vardanian, a leading figure on Russia’s capital markets"
This article profiles Ruben Vardanian, one of the leading figures on Russia’s capital markets, and one of the major shareholders of the investment bank Troika Dialog, one of the top credit institutions in Moscow, and an “employers of choice.”
Published on 1 Jul, 2008
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
Take a look at your strengths and development areas through the eyes of others.
Many of today’s leaders lack self-knowledge. They are not very reflective of their actions; they may even suffer from hubris, lacking a sense of humility that allows them to clearly see where their weaknesses lie. Asking others what they think of our actions is not the best way of finding out. People are not always straight-forward and executives may be reluctant to be seen “seeking approval”. The INSEAD Global Leadership Centre has taken the findings of its leadership development work (gleaned over 10 years of leadership coaching), to develop the Global Executive Leadership Mirror (“The Global Mirror”), providing a lens through which executives can take a closer, 360 degree look at their own personal leadership behavior.
Published on 23 Oct, 2014
"Forgiveness as a business tool"
This working paper explores the subject of forgiveness and its importance in the context of leadership.
Published on 18 Apr, 2013
"Unconscious dynamics and impact on organisational life"
In this article the argument is made that unconscious dynamics have a significant impact on life in organisations.
Published on 1 Apr, 2004
"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
In this book, Manfred Kets de Vries offers an overview of his work spanning four decades, a period in which he has established himself as the leading figure in the clinical study of organisational leadership.
Published on 11 Mar, 2009