The Leadership Mystique: Leading Behavior in the Human Enterprise, Second Edition

Table of contents

1. The Leadership Mystique
   1. Financial Times Prentice Hall
   2. About the author
   3. List of Tables
   4. List of Figures
   5. List of Boxes
   6. Acknowledgments
   7. Preface
   8. 1. Decoding the human mystique: Using the prism of the clinical paradigm
      2. 1. Introducing key issues
            1. The rationale of irrationality
            2. Leadership’s shadow
            3. Seeking the essence of effective leadership
         2. The centrality of the clinical paradigm
            1. Premise #1: Perception isn’t reality
            2. Premise #2: Irrationality is grounded in rationality
            3. Premise #3: People are products of their past
   9. 2. Emotional intelligence in the world of work
      2. 1. Intelligence as a multifaceted attribute
         2. A closer look at emotional intelligence
            1. Getting to know our own emotions
            2. Learning to manage our emotions
            3. Learning to recognize and deal with the emotions of others
         3. Honing the sub-skills of emotional intelligence
            1. Active listening
            2. Listening with the eyes
            3. Keying into the emotional spectrum in self and others
            4. Benefiting from the sub-skills of emotional intelligence
         4. A mood too far: managing emotional extremes
         5. The core conflictual relationship theme
         6. Deepening our understanding of our inner theater
            1. Testing to reveal the inner theater
            2. The role of dreams
         7. Escaping your psychic prison
      3. 1. Note to Chapter 2
   10. 3. The mussel syndrome
       2. 1. Corporate consequences of the mussel syndrome
          2. The changing organizational paradigm
             1. From the three C’s to the three I’s
             2. From the traditional psychological contract to the paradox of employability
             3. From autocratic paternalism to new forms of leadership
          3. Companies that endure
   11. 4. The failure factor in leadership
       2. 1. Executive behavior: myth and reality
          2. Rational and irrational behavior
          3. Dysfunctional patterns in leadership
             1. Conflict avoidance
             2. The tyrannization of subordinates
             3. Micromanagement
             4. Manic behavior
             5. Inaccessibility
             6. Game playing
             7. The two M’s trap
          4. The transference trap
             1. How the transference trap works
             2. A world of liars
             3. Avoiding the transference trap
          5. The impact of narcissism
             1. Reactive and constructive narcissism
             2. The Monte Cristo complex
             3. Making reparation
             4. Narcissism and resilience
   12. 5. The Dilbert phenomenon
       2. 1. The deadness within
             1. Alexithymia
             2. Anhedonia
          2. Resuscitating “dead” leaders
             1. A sense of flow
             2. Flow in the age of business reengineering
          3. Whole-life strategy versus deferred-life strategy
          4. The tragedies of success and near-success
             1. The Faust syndrome
             2. Torschlusspanik
             3. Imposture, real and imagined
             4. The Nobel Prize complex
             5. The loneliness of command
          5. A summary prescription for revitalization
   13. 6. The rot at the top
       2. 1. Neurotic styles and organizations
          2. The dramatic personality/organization
             1. The need for grandiosity
          3. The suspicious personality/organization
             1. The persecutory orientation
          4. The detached personality/organization
             1. Politicized cultures, schizoid organizations
          5. The depressive personality/organization
             1. Avoidant cultures, depressive organizations
          6. The compulsive personality/organization
             1. Bureaucratic cultures, compulsive organizations
             2. Reflections on the five constellations
          7. An organizational vicious circle
   14. 7. Achieving personal and organizational change
       2. 1. The process of change
          2. The dynamics of individual change
             1. The five C’s of change
                1. Concern: Negative Emotion
                2. Confrontation: The Focal Event
                3. Clarification: The Public Declaration of Intent
                4. Crystalization: The Inner Journey
                5. Change: The Internalization of a New Mindset
             2. Recalibrating inner forces essential to change
          3. The dynamics of organizational transformation
             1. Organizational “pain”
             2. Organizational “mourning”
             3. Organizational resistance
             4. Jump-starting the organizational change process
                1. Highlighting the Pain
                2. Linking Past and Present Through a New Vision
                3. Building Support and Systems that Allow for Change
             5. Steps in the organizational change process
          4. Leadership strategies for implementing change
             1. Downsizing and reengineering
             2. Strategic reorientation
             3. Changing the corporate mindset
                1. Creating a Shared Mindset: Realigning the Corporate Culture
                2. Modeling Espoused Values
   15. 8. Characteristics of effective leadership
       2. 1. Leadership models
             1. The interactionist approach
             2. The situation and follower branches of the leadership domain
             3. The primary branch of the leadership domain: leadership competencies
   16. 9. Leadership in a global context
       2. 1. The wheel of culture
             1. Cross-cultural leadership styles
          2. Identifying global leadership abilities
          3. Global leadership development
             1. The first hurdle: family influences
             2. The second hurdle: education and work experience
             3. The third hurdle: corporate culture
   17. 10. Roles leaders play
       2. 1. Leadership versus management
             1. Private motives and the public stage
             2. The enigma of charisma
          2. The dual roles of leadership
             1. The charismatic role
                1. Articulating and Communicating the Vision
                2. Empowering Colleagues and Followers
                3. Energizing Subordinates for Positive Action
             2. The architectural role
   18. 11. The dynamics of succession
       2. 1. Midlife dilemmas
          2. The life-cycle of a CEO
             1. Stage 1: Entry
             2. Stage 2: Consolidation
             3. Stage 3: Decline
          3. Generational envy
   19. 12. Leadership development
       2. 1. Selection problems
          2. Developmental tasks
             1. Broad exposure to different functions in the company early in the future leader’s career
             2. Personal experiences that lead to greater sensitivity to customers and the competition
             3. Going to Timbuktu
             4. Positive mentoring from an effective leader
             5. Maintaining the balance between personal and public life
             6. A strong dose of emotional intelligence
          3. Leadership in the “digital age”
   20. 13. Best places to work: Authentizotic organizations
       2. 1. The best companies to work for
          2. The “healthy” individual
             1. Motivational need systems
             2. Humankind’s search for meaning and congruence
          3. Characteristics of the “authentizotic” organization
          4. The gender question
   21. 14. Final thoughts
       2. 1. The fool as necessary truth teller
          2. Final thoughts on leadership
   22. Suggested further reading
       1. Relevant writings by Kets de Vries
       2. Relevant writings by other authors