When Professor Manfred Kets de Vries coaches leadership teams, he effectively puts them on the couch, treating them not so much as rational actors but as emotional ones.
INSEAD Knowledge, 2008Read more
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
Published on 24 Sep, 2010
"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
"Overview of the psycho- dynamic approach to leadership study"
This working paper provides an overview of the psychodynamic approach, including historical underminnings, its key concepts, and includes three case studies with which to apply the psychodynamic approach as well as a short self-assessment on leadership archetype.
Published on 19 Jun, 2014
Published on 7 Jul, 2013
This book presents eclectic advice on how things really work in organisations, by combining the dismal science of management and the impossible profession of psychoanalysis.
Published on 16 Aug, 1995
This book introduces the work of a number of leading scholars interested in the clinical approach to organisational analysis.
Published on 19 Nov, 1991
The objective of this book is to develop a theory of organizational functioning as viewed from a clinical perspective. For that purpose psychoanalytic concepts are applied to the study of leadership behavior, organizational stress, work disorders, career, power, and authority.
Published on 27 Feb, 2009
"Attachment theory applied in an org context"
This working paper explores the evolution and function of attachment in the context of adult relationships.
Published on 18 Apr, 2013
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