To those managers and employees who must deal daily with an upper-echelon executive’s impulsiveness, lethargy, paranoia, depression, or Napoleonic need for conquest, this eye-opening book could be a godsend. Here, two internationally renowned management consultants reveal how neurosis in the executive suite can weaken every link in the corporate chain of command – and drive a once thriving business to the brink of collapse. With fascinating real-life company and executive case studies – from J. Elgar Hoover and Henry Ford to United Airlines and the Disney Corporation – this bold business guide offers mid-to-upper level executives a positive prescription for stopping self-destructive tendencies before they can shake the corporate structure. Provocative and insightful, challenging and readable, this ground-breaking business guide may be the key to protecting your job, securing your company’s future, and saving your sanity.
Successful organizations frequently attribute their triumphs to the foresight, intelligence, and calculation of their executives. Problems, on the other hand, are blamed on carelessness, error, or plain stupidity. In truth, both these explanations – based as they are on the assumption that managers are perfectly rational beings – often miss the mark. They miss the mark because corporate executives, like the rest of us, are not always entirely rational beings. Executives may, like anyone else, be driven by powerful, entrenched emotions, by aspirations, or by fantasies that can dramatically, and seemingly irrationally, influence the way they run their companies day by day. How often have we seen the imprint of the top manager’s personality reflected in the strategies, structures, and cultures of his or her organization? And when the personality is unsettled, chances are the organization will be as well.
The aim of Unstable at the Top is to show just how certain aspects of a CEO’s personality can affect his managerial style and contribute to the decline – sometimes temporary, sometimes not – of his organization.
Note: This book is out of print.
New American Library, 1987
This book offers an authoritative discussion of the irrational forces at work in organizations. It integrates psychiatric and psychology findings and insights with management and organizational behavior theory to reveal the underlying causes of many organizational problems.
Published on 1 Aug, 1984
Struggling with the Demon examines the search for meaning in human activity and highlights the values that foster commitment and involvement and, ultimately, success.
Published on 1 Jan, 2001
The Irrational Executive is a compilation to counter this bias in management theory. Focusing on unconscious as well as conscious internal processes, and strongly influenced by contemporary psychoanalytic theory, the contributors argue persuasively against the rationalist model.
Published on 1 Nov, 1984
This book takes us inside the despotic mind to understand what their actions are all about; to comprehend the source of their actions and to recognise the danger signs.
Published on 10 Aug, 2005
We know where we are with a fairy story. There is a cast of predictable characters, the hero or heroine is submitted to terrible trials, cruelty, and injustice but in the end the baddies get their comeuppance, good triumphs, and everyone lives happily ever after. In this book Manfred Kets de Vries, one of the world's leading authorities on the psychology of leadership, and a pioneering practitioner in the field of psychodynamic executive coaching, draws on the format of traditional fairy tales and tells us five stories that dramatize five key themes of dysfunctional leadership. Now available in Korean 리더는어떻게평면표지, Doublebook, Seoul, Republic of Korea, March 2017.
Published on 1 Mar, 2017
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
In this book, individual reaction patterns to downsizing operations are explored in the victims, the survivors (those staying with an organization after layoffs) and the “executioners” (those responsible for the implementation of downsizing) involved in the process.
Published on 31 Dec, 1997
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
This book provides an in-depth look at the coaching process, considering the diversity of both individual and organisational learning through the lens of psychodynamic mindfulness.
Published on 15 Apr, 2014
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