Reviews

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

Much of the literature seems to suggest that only people with superhuman powers can be effective leaders. No wonder we end up disappointed in so many of them, and no wonder many leaders fall prey to hubris, or worse. This eminently sensible book is a refreshing contrast. It shows a deep understanding of the many demands now imposed on leaders. Better still, its awareness of the importance of context, relationships and the perils and opportunities offered by having power turns it into a series of wise, stimulating and helpful reflections on how the practice of leadership can be improved. Organizations and leaders alike will benefit from its rich insights.
Dr Mary Holmes, Development Solutions

There are always two reasons for doing anything: a good reason and the real reason. Anyone who desires to know more about these real reasons, about what creates leadership pathologies, and what makes for leadership's core qualities, would do well to study this book. Not only will he or she become more knowledgeable about the shadow side of leadership, but also acquire a profound insight of how to overcome the various pitfalls that accompany the leadership journey
Chris Humphreys, CEO Advanced People Strategies

This is an important, lucidly written and extremely interesting book. It covers with great clarity and many very illustrative case studies why so many leaders fail and derail. This will become a classic in the field.
Rob Kaiser, Kaiser Leadership Solutions & Editor of Consulting Psychology

As an OD practitioner and coach, another text on leadership has to offer something intellectually stimulating and practical in application. This book certainly achieves these aims, and more. The authors draw on their wealth of experience to write a book that is well grounded in the theory and highly accessible to their main audience - senior executives. Be prepared for a roller coaster of sources - Greek writers, Aesop's Fables, Pirandello and business case-studies - creating a rich and interesting read. In addition, the reader is invited to work with their view of leadership through a range of activities. Thus the reader may explore what can trip them into unproductive, negative patterns that will detract from achieving desired results. The drivers that make any of us successful can, in overdrive, become damaging to ourselves and those we engage with. This book offers a way of seeking to understand our own shadow side. Like a good coaching relationship, this book provides the reader with some difficult challenges and yet keeps them safe.
Professor Ralph Stacey, University of Hertfordshire

A refreshing book of real substance that explains negative personality traits that, left to the unconscious, can quickly derail today's Leaders. Great research is discussed with real-life examples to create compelling insights. There are plenty of practical suggestions to deal with your own risks as well as a way to reframe irritating behaviours from others into something more useful. A must read for professional coaches, talent-management professionals and leaders who are serious about career development.

While epic leadership failures capture headlines, the underlying reasons usual lurk in the shadows far from view. This timely book does a masterful job of throwing light on the dark side of leadership by synthesizing a growing body of research and distilling concrete, actionable lessons any leader can use to avoid coming off the track.

In The Leadership Shadow, Erik de Haan and Anthony Kasozi provide a welcome antidote to the usual overblown presentations to be found in the enormous number of books and research papers on leadership. Most writing on the matter of leadership presents an idealised, sanitised view of leaders which does not mention the pathologies and neuroses of those who take up leadership roles and because of this provides very unrealistic and unhelpful thinking on leadership. The Leadership Shadow provides a much more realistic and helpful account of the problems leaders face and how they need to take into account their own leadership shadow. Leaders can do enormous harm if they do not sustain an awareness of the dangerous psychological states it is so easy to be sucked into as a leader. It is to this task that the Leadership Shadow provides an important contribution.