Anthony Kasozi

BSocSc, MSc, Fin.Econ, PhD

Anthony Kasozi an Associate with Ashridge and has many years’ line management and organisation consulting experience.

Anthony’s work with clients has covered a wide variety of areas including advising clients on their commercial policy and strategic effectiveness; helping businesses address organisation development and operational effectiveness issues and working with managers and business leaders on their personal and team development needs.

After working with Unilever, Anthony worked as a management consultant with Deloitte, Haskins and Sells, and Coopers & Lybrand, before joining Ashridge as a Business Director.

Member, European Association of Evolutionary Political Economy Member, Institute of Transactional Analysis

Anthony Kasozi

Publications

Leaders in Crisis: Attending to the Shadow Side

De Haan, E., and Kasozi, A. (2015) 'Leaders in Crisis - Attending to the Shadow Side'. In Coaching Leaders through crises Hall,L. (ed). London: Kogan Page.

The Leadership Shadow: how to recognise and avoid derailment, hubris and overdrive

Senior executives need exceptional drive and excellent interpersonal skills to push themselves and others to succeed, but under pressure, the skills and qualities that leaders have previously relied upon to get them to the top can go into overdrive, and lead to catastrophe. This book from Ashridge Business School identifies what makes managers act out of the problematic, 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 draws on insights from psychiatry and psychotherapy to reveal how derailment occurs when strengths are overused and how to avoid downfalls. Using examples drawn from executives’ experiences and descriptions of psychological behaviours 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 gruelling demand, and psychological equilibrium as a leader.

Find out more about this book

De Haan, E. & Kasozi, A. (2014) . The leadership shadow: how recognise and avoid derailment, hubris and overdrive. London: Kogan Page.

Herkennen en vermijden van hoogmoed, ontsporing en excessen: de schaduwkant van leiderschap

De Haan, E., and Kasozi, A. (2014) 'Herkennen en vermijden van hoogmoed, ontsporing en excessen: de schaduwkant van leiderschap. Tijdschrift voor Management Development, 22(4) pp22-25

Intelligent Growth

Kasozi, A. (2009) Intelligent Growth, Thoughts on Sustainability, Thought Piece produced for Ashridge, pp. 13 - 17

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Institutions and the Commodification of Coffee in Uganda

Kasozi, A. (2007) Institutions and the Commodification of Coffee in Uganda, Commodity Dependence and Decelopment in Africa, Centre for Research in Institutional Economics Seminar, University of Hertfordshire, Hatfield, January

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Towards a Taxonomy of Institutions

There is growing acknowledgement that institutions play an important and significant role in economic development as well as deeper understanding of the nature of institutions. In addition institutions have been more widely studied, better defined and their impact better understood. Yet despite this progress, an authoritative taxonomy of institutions is still lacking. For those seeking to understand how and why institutions matter, the increased definition raises the need for taxonomy of institutions. Institutions relevance, scope and priority in economic understanding cannot be advanced without establishing such taxonomy. This paper identifies some specific problems raised by the overall lack of a taxonomy of institutions and suggests how these issues may be addressed to enable progress to be made towards a taxonomy of institutions.

Kasozi, A. (2004) Towards a Taxonomy of Institutions, EAEPE Conference, Crete, October.

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Research Tells Us That

A case study illustrating, how, with the need to engage more effectively with their clients, Ashridge Consulting and Caliper set out to conduct a preliminary study in to the changing role of the sales professional in progressive markets.

Kasozi, A. (2003) Research Tells Us That, a case study of Senior Sales Managers Development Needs, Converse, pp.22-23, July.

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Sales Directors’ Views on Organisational Development Issues

Having consulted with marketing and sales organisations in many different industry sectors, Ashridge Consulting and Caliper UK Ltd were in no doubt: clients were finding that their sales organisations needed to develop and change in order to be able to respond to the changes in the marketplace they were operating in. Conversations with senior managers, directors and CEOs of commercial organisations consistently demonstrated that they are seeking to understand better how they can create and sustain effective sales organisations in today's highly competitive and fast changing markets. For example, many clients were working in commercial environments where their customers' buying processes were constantly evolving and placing increasing demands on them as suppliers. To engage more effectively with their clients, ACL and Caliper set out to conduct a preliminary study into the changing role of the sales professional in progressive markets. The results are presented in this report.

Kasozi, A. & Ward, C. (2003) Sales Directors’ Views on Organisational Development Issues, Client Research Report and Seminars; Alumni Seminar. Summary published in Converse.

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