Cited page

Citations are available only to our active members. Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

X X

Cited page

Display options
Reset

A World Expert Throws Some Light on the Dark Side of Leadership: Professor Manfred Kets De Vries Is an Internationally Recognised Expert on Leadership and Organisational Behaviour. He Is Best Known for His Work Exploring the Darker Side of Organisational Life and in Particular, His Use of Psychoanalysis to Understand What Happens When Executives Derail. (Cover Story)

By: Dearlove, Des | New Zealand Management, March 2003 | Article details

Look up
Saved work (0)

matching results for page

Why can't I print more than one page at a time?
While we understand printed pages are helpful to our users, this limitation is necessary to help protect our publishers' copyrighted material and prevent its unlawful distribution. We are sorry for any inconvenience.

A World Expert Throws Some Light on the Dark Side of Leadership: Professor Manfred Kets De Vries Is an Internationally Recognised Expert on Leadership and Organisational Behaviour. He Is Best Known for His Work Exploring the Darker Side of Organisational Life and in Particular, His Use of Psychoanalysis to Understand What Happens When Executives Derail. (Cover Story)


Dearlove, Des, New Zealand Management


Based in France at the international business school INSEAD, Manfred Kets de Vries is the author, co-author or editor of 20 books. He talked to Management's contributing writer Des Dearlove about why companies crave heroic leaders--and what happens when executive egos get out of control.

How would you describe your work?

Really, it is an evolution of trying to work in two main areas--management and psychoanalysis. The first serious application of the two fields was in a book I wrote with Danny Miller, entitled The Neurotic Organization. That was the first time someone tried to show in a systematic way the relationship between personality, leadership, corporate culture and strategy.

And that gave you a distinctive slant on leadership?

I became a sort of pathologist of organisations. People would ask me to look at organisations that they thought were going in the wrong direction. So I edited a book called Organizations on the Couch. I'd written some books before--Prisoners of Leadership, The Irrational Executive and another called Leaders, Fools and Imposters--they were looking at the darker side of organisations, and particularly the darker side of leadership. How do leaders derail, what goes wrong? How can you recognise the signals when things go wrong and what can you do about it?

In your experience, how many business leaders are well-adjusted individuals?

You can argue that 20 percent of the general …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Select text to:

Select text to:

  • Highlight
  • Cite a passage
  • Look up a word
Learn more Close
Loading One moment ...
Highlight
Select color
Change color
Delete highlight
Cite this passage
Cite this highlight
View citation

Are you sure you want to delete this highlight?