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Preface | |
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Introduction: The Clinical Paradigm | |
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Giving the unconscious its due | |
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Tapping into psychoanalytic theories and techniques | |
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Philosophical underpinnings of the clinical paradigm | |
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The inner theater | |
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Motivational need systems | |
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Core conflictual relationship themes | |
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Using the clinical paradigm to rewrite dysfunctional scripts | |
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References | |
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Entering the Inner Theater of Leaders | |
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The Narcissistic Leader: Myth And Reality | |
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Back to the future | |
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Two modern myths: healthy neglect and tough love | |
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Narcissistic personality disorders | |
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Another fine Messier | |
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Lost in space: introducing the T-word | |
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Downsizing the narcissist | |
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References | |
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A Parade of Personalities | |
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A question of character | |
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Assessing leaders and followers | |
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The dramatic disposition | |
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The dramatic individual within the organization | |
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The controlling disposition | |
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The controlling individual within the organization | |
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The dependent disposition | |
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The dependent individual within the organization | |
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The self-defeating disposition | |
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The self-defeating individual within the organization | |
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References | |
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Leaders And Followers: Moving Away From People | |
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The detached disposition | |
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The detached individual within the organization | |
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The depressive disposition | |
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Depressives within the organization | |
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References | |
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Leaders And Followers: Moving Against People | |
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The abrasive disposition | |
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Abrasives within the organization | |
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The paranoid disposition | |
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The paranoid disposition within the organization | |
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The negativistic disposition | |
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The negativistic individual within the organization | |
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The antisocial disposition | |
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Antisocials within the organization | |
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Prototypes and beyond | |
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An overview of the spectrum of personalities | |
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References | |
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Elation And Its Vicissitudes | |
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The gift and curse of charisma | |
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The sirens of hypomania | |
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Surviving the "maniac" | |
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References | |
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The Impostor Syndrome: The Shadow Side of Success | |
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Being a fraud versus feeling fraudulent | |
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The fear of success | |
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The dread of not living up to expectations | |
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Infecting the organization | |
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A search for origins | |
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The light at the end of the tunnel | |
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References | |
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Changing Mindsets | |
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Can Leaders Change? Yes, But Only If They Want To | |
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Why ride a dead horse? | |
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Change and the triangle of mental life | |
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Triangle of mental life | |
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Hitting your head against the wall | |
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The CEO "recycling" seminar | |
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Looking in on "the challenge of leadership" | |
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Theoretical underpinnings | |
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References | |
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Taking The Road Less Traveled | |
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Owning your own life | |
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Preparing for the journey | |
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Case study | |
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Catalysts for change | |
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Identifying the problem | |
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Major themes for executives | |
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The triangle of conflict | |
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Triangle of conflict | |
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Unhooking "false connections" | |
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Triangle of relationships | |
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Linking the past with the present | |
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Creating a holding environment | |
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Actively working on the problem | |
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Restructuring the inner theater | |
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Keeping on track | |
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Consolidating the change | |
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Making the best of a poor hand of cards | |
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References | |
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Coach Or Couch, Anybody? | |
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Who are the clients? | |
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What is leadership coaching? | |
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Short-term psychotherapy versus leadership coaching | |
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The coaching parade | |
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The fundamentals of coaching: why and how | |
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What makes for coaching success? | |
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The vicissitudes of leadership coaching | |
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References | |
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Group Leadership Coaching | |
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A case in point | |
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Getting started | |
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Gathering data | |
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Sample personal graph | |
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Sample personality audit graph | |
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Group leadership coaching dynamics | |
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Creating high-EQ teams | |
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Leadership group coaching | |
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Making group leadership coaching work in executive teams | |
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The role of commitment and follow-up | |
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The role of storytelling | |
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The role of trust | |
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References | |
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Understanding the Psychodynamics of Groups and Organizations | |
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The Unconscious Life Of Groups And Organizations | |
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Basic group assumptions | |
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The organizational ideal | |
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Neurotic organizations | |
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Organizational archetypes | |
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Strengths of each style | |
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Placing leaders on the couch | |
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References | |
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Unraveling The Mystery Of Organizations | |
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Clinical organizational interventions | |
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Focal areas of intervention | |
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The prickly CEO | |
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Through the looking glass: the Stratec collusion | |
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Consulting with the third ear | |
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Connecting with a clinically informed consultant | |
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Staying in for the long haul | |
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Emulating Sherlock Holmes | |
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References | |
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Conclusion: Creating "Authentizotic" Organizations | |
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Transcending the leadership crisis | |
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True self versus false self | |
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Authenticity: beyond the gulag organization | |
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References | |
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Index | |