To ensure a competitive advantage, senior executives have to push themselves and their teams hard. Under stress and challenges, the qualities that executives have relied on to get them to the top can ultimately lead to organizational catastrophes.
The Leadership Shadow tackles the dark side of leadership, delving into what causes leadership derailment and how to avoid it. It also explains the ways in which a leader’s performance can affect not just themselves, but the organization as a whole.
Using examples drawn from various executives’ experiences and descriptions of psychological behaviors based on the Diagnostic and Statistical Manual of Mental Disorders (DSM-IV) and the Hogan Personality Inventory model, the authors demonstrate how to find stability in the face of uncertainty, resilience in the face of grueling demand, and psychological equilibrium as a leader.
About the Authors:
Erik de Haan is the Director of Ashridge's Centre for Coaching and Professor of Organisation Development and Coaching at VU University Amsterdam. He regularly works with a range of universities and multinational companies, including BP, Heineken, Nike and Qualcomm.
Anthony Kasozi is Director of Quilibra Consulting and an associate with Ashridge Consulting. He is a highly experienced management and organization consultant with clients that include HP Services, Masterfoods (Mars),The World Health Organization, Oxfam, Siemens Financial Services, PriceWaterhouseCoopers (PwC), The International Finance Corporation (World Bank), UNAIDs and The Global Fund.