In the previous book in this series, Manfred Kets de Vries observed the experiences of leaders on a rollercoaster ride through their professional and personal lives. Now, he follows them down the rabbit hole into the unknown, where, like Lewis Carroll’s Alice, they find a dystopian Wonderland in which everyone seems to have gone mad and life functions according to its own crazy logic, throwing up all kinds of obstacles in the search for truth. Understanding what is happening around us has become more difficult than ever in the Age of Trump. Don’t imperatives like “build that wall” sound very much like “Off with his head”? Unfortunately, and unlike Alice, we are not going to wake up from a bad dream and discover that everything is “nothing but a pack of cards”. The first part of this book looks at the psychodynamics of leadership in both a business and a political context. The second focuses on the psychopathology of everyday life in organizations and the seemingly endless ways people can make a mess of things – including mega pay packages, acting out, digital addiction and other dysfunctional behaviour patterns. Each chapter ends with a brief anecdote to illustrate the dilemma it presents. In short, sharp nuggets, Kets de Vries helps make sense of how the madness of the present has affected leadership in organizations and the workplace.
The book is written to give everyone an individual experience; there aren't any 'prescriptions' - no set lessons of what you are 'supposed to do.
The premise of this book is not to suggest that everyone should get high but to instead offer another tool to consider for use in their own personal and even professional development, (where it is legal).
Anthony Scaramucci has been there and done that, again and again, and has ultimately come out on top; in this book, he shares what he wishes he knew then.
If your COO or CEO had the time to be your mentor, they'd be telling you not to waste your time on what doesn't work. This book is a light, practical look at leadership and the ways you can identify and avoid ineffective behaviors.
... identity 4. Making us matter leaders as embedders of identity Figure 2.4 A social identity approach to leadership ... lockdown. Cummings, who had been a key architect of the government's response to COVID-19, made a clear breach of ...
Also, Rita Z. Goldstein, et. al. “The Neurocircuitry of Impaired Insight in Drug Addiction,” Trends in Cognitive Science, http://www.cell.com/trends/cognitive-sciences/abstract/S1364–6613(09)00146-6?ccs=y?ccs=y.
Read this book as an invitation to the paradoxes of power and leadership that frame organizational life today. Be prepared to find surprises – and some counterintuitive arguments.
Employing theories derived from psychoanalytic psychology, developmental psychology, neuroscience and evolutionary psychology, these essays help to unravel and expose the pathological leader-follower dynamics that generate such movements.
In the Pacific Northwest, the Survivalist Party is formed, a political party dedicated to sustainable living.
These are: the desire for simple stories, our sense that we are right, our desire to get along with others in our group, our fixation with control, and our constant quest to protect and defend our egos.