Manfred Kets De Vries holds the Raoul de Vitry d'Avaucourt Chair of Human Resource Management at INSEAD, is program director of INSEAD's top management program, "The Challenge of Leadership: Developing Your Emotional Intelligence", and is also co-program director of INSEAD/HEC joint program "Coaching and Consulting for Change." The Financial Times, Le Capital, Wirtschaftswoche, and The Economist have called Manfred Kets de Vries one of Europe's leading management thinkers. Kets de Vries is the author, co-author, or editor of 17 books, including Power and the Corporate Mind, Organizations on the Couch , Leaders, Fools and Impostors , the prize-winning Life and Death in the Executive Fast Lane (1995) (the Critics' Choice Award 1995-96), and The New Global Leaders: Percy Barnevik, Richard Branson, and David Simon (1999, with Elizabeth Florent).

"This is an intriguing and stimulating book, full of quizzes and self-assessments, all of which can uncover what you really feel about management and how you do it."Sidney Callis, Business Executive

• Preface1. Leadership in a dissonant voice: Using the prism of the clinical paradigmIntroducing key issuesThe centrality of the clinical paradigm2. Emotional intelligence in the world of workIntelligence as a multifaceted attributeA closer look at emotional intelligenceHoning the sub-skills of emotional intelligenceA mood too far: Managing emotional extremesThe core conflictual relationship themeDeepening our understanding of our inner theaterEscaping psychic prison3. The mussel syndromeCorporate consequences of the mussel syndromeThe changing organizational paradigmCompanies that endure4. The failure factor in leadershipExecutive behavior: Myth and realityRational and irrational behaviorDysfunctional patterns in leadershipThe transference trapThe impact of narcissism5. The dynamics of successionMidlife dilemmasThe life-cycle of a CEOGenerational envy6. The Dilbert phenomenonThe deadness withinResuscitating “dead” leadersWhole-life strategy versus deferred-life strategyThe tragedies of success and near-successA summary prescription for revitalization &; 7. The rot at the topNeurotic styles and organizationsThe dramatic personality/organizationThe suspicious personality/organizationThe detached personality/organizationThe depressive personality/organizationThe compulsive personality/organizationCase examplesAn organizational vicious circle8. Achieving personal and organizational changeThe process of changeThe dynamics of individual changeThe dynamics of organizational transformationLeadership strategies for implementing change9. Characteristics of effective leadershipLeadership models10. Leadership in a global contextThe wheel of cultureIdentifying global leadership abilitiesGlobal leadership development11. Roles leaders playLeadership versus managementThe dual roles of leadership12. Leadership developmentSelection problemsDevelopmental tasksLeadership in the “digital age”13. Authentizotic organizationsThe best companies to work forThe “healthy” individual bsp;Characteristics of the “authentizotic” organizationThe gender question14. Final thoughtsSuggested further reading 7

Manfred Kets De Vries holds the Raoul de Vitry d'Avaucourt Chair of Human Resource Management at INSEAD, is program director of INSEAD's top management program, "The Challenge of Leadership: Developing Your Emotional Intelligence", and is also co-program director of INSEAD/HEC joint program "Coaching and Consulting for Change." The Financial Times, Le Capital, Wirtschaftswoche, and The Economist have called Manfred Kets de Vries one of Europe's leading management thinkers. Kets de Vries is the author, co-author, or editor of 17 books, including Power and the Corporate Mind, Organizations on the Couch , Leaders, Fools and Impostors , the prize-winning Life and Death in the Executive Fast Lane (1995) (the Critics' Choice Award 1995-96), and The New Global Leaders: Percy Barnevik, Richard Branson, and David Simon (1999, with Elizabeth Florent).

"This is an intriguing and stimulating book, full of quizzes and self-assessments, all of which can uncover what you really feel about management and how you do it."Sidney Callis, Business Executive

• Preface1. Leadership in a dissonant voice: Using the prism of the clinical paradigmIntroducing key issuesThe centrality of the clinical paradigm2. Emotional intelligence in the world of workIntelligence as a multifaceted attributeA closer look at emotional intelligenceHoning the sub-skills of emotional intelligenceA mood too far: Managing emotional extremesThe core conflictual relationship themeDeepening our understanding of our inner theaterEscaping psychic prison3. The mussel syndromeCorporate consequences of the mussel syndromeThe changing organizational paradigmCompanies that endure4. The failure factor in leadershipExecutive behavior: Myth and realityRational and irrational behaviorDysfunctional patterns in leadershipThe transference trapThe impact of narcissism5. The dynamics of successionMidlife dilemmasThe life-cycle of a CEOGenerational envy6. The Dilbert phenomenonThe deadness withinResuscitating “dead” leadersWhole-life strategy versus deferred-life strategyThe tragedies of success and near-successA summary prescription for revitalization &; 7. The rot at the topNeurotic styles and organizationsThe dramatic personality/organizationThe suspicious personality/organizationThe detached personality/organizationThe depressive personality/organizationThe compulsive personality/organizationCase examplesAn organizational vicious circle8. Achieving personal and organizational changeThe process of changeThe dynamics of individual changeThe dynamics of organizational transformationLeadership strategies for implementing change9. Characteristics of effective leadershipLeadership models10. Leadership in a global contextThe wheel of cultureIdentifying global leadership abilitiesGlobal leadership development11. Roles leaders playLeadership versus managementThe dual roles of leadership12. Leadership developmentSelection problemsDevelopmental tasksLeadership in the “digital age”13. Authentizotic organizationsThe best companies to work forThe “healthy” individual bsp;Characteristics of the “authentizotic” organizationThe gender question14. Final thoughtsSuggested further reading 7