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The Leadership Shadow

How to Recognize and Avoid Derailment, Hubris and Overdrive

Recognize and avoid the obstacles to success in the world of the high-performing executive with this book.
Out of stock
    Paperback£24.99
    Ebook£20.82
    Print and ebook bundle£31.30
EAN: 9780749470494
Edition: 1
Published:
Paperback
Format: 235x155
360 pages
    About the book
    Table of contents
    Reviews
    Supporting resources

About the book

In today's fast paced, interconnected, and mercilessly competitive business world, senior executives have to push themselves and others hard. Paradoxically, to succeed as leaders, they also need to relate to others very well. Under stress and challenge, the qualities executives have relied on to get them to the top and to achieve outstanding results can overshoot into unhelpful drives that lead to business and personal catastrophes.The Leadership Shadow draws on the lived experience of executives to make sense of what actually happens when their drivers overshoot and they act out the dark side of leadership. It shows how executives can find stability in the face of uncertainty, resilience in the face of gruelling demand, and psychological equilibrium as a leader in the face of turbulence.

About the authors

Erik de Haan

Professor Erik de Haan is the Director of Ashridge's Centre for Coaching and Professor of Organisation Development and Coaching at the VU University Amsterdam. He joined Ashridge Business School in 2002 after ten years of organisation-development consulting experience in The Netherlands.

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Anthony Kasozi

Anthony Kasozi BSocSc.; MSc; PhD is Director of Quilibra Consulting and an Associate with Ashridge Consulting with many years' line management and organisation consulting experience. After working with Unilever, Anthony worked as a management consultant with Deloitte, Haskins and Sells, and Coopers & Lybrand, before joining Ashridge Consulting Ltd as a Business Director.

More about Anthony Kasozi

In the crowded field of leadership literature this book stands out for three reasons: (1) it is briskly written and vigorously argued - it is as close to a page turner as one can find in this genre; (2) it is nicely situated in the relevant empirical literature; and (3) it pays close attention to the fact that a large percentage of modern managers are doing a poor job. It is an engaging read that also provides a candid and dependable guide to action.

Professor Adrian Furnham, University College London