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.