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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 | |