New Research Into the Dangerous Side of Business Leadership
A new book from Ashridge Business School by co-authors Erik de Haan and Anthony Kasozi. explains what makes managers act out the dangerous, darker side of their leadership, and provides methods for identifying and challenging self-defeating behaviours to ensure that leadership shadows or ‘gremlins’ are disciplined.
Based on extensive research, The Leadership Shadow: How to Recognise and Avoid Derailment, Hubris and Overdrive draws on insights from psychiatry and psychotherapy to reveal how derailment occurs when managers’ strengths are overused, and how to avoid downfalls. Using examples drawn from executives’ experiences and descriptions of psychological behaviours based on well-established sources, such as 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 gruelling demand, and psychological stability as a leader.
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