Erik de Haan is the Director of Ashridge's Centre for Coaching and Professor of Organization Development and Coaching at VU University Amsterdam. He regularly works with a range of universities and multinational companies, including BP, Heineken, Nike and Qualcomm. He is also the author of several books including Supervision in Action (Open University Press), Relational Coaching (Wiley) and Behind Closed Doors (Libri Publishing).

Anthony Kasozi is Director of Quilibra Consulting and an associate with Ashridge Consulting and previously worked with Unilever and Deloitte. He is a highly experienced management and organization consultant with clients that include HP Services, Masterfoods (Mars),The World Health Organization, Oxfam, Siemens Financial Services, PriceWaterhouseCoopers (PwC), The International Finance Corporation (World Bank), UNAIDs and The Global Fund.

The authors are international professional practitioners who have lived, worked and consulted to organizations and coached executives from Europe, Asia, Africa and America

Preface: Leadership in the 21st century

Part One The way leaders thrive
Introduction: the importance of framing the leadership dance01 The context that produces a leaderThe 21st-century world of work: not a place for wimps
Organizations have changed beyond recognition
The new demands on executives are leading to cycles of hubris and humility
Notes02 Patterns of leadershipWhat is leadership and what makes good leadership?
A relational perspective on leadership
Leading relationally
Notes03 The leadership shadowKnowing about your own shadow
Connections between your 'shadow' side and your 'light' side
Development of your leadership shadow over time

04 How you thrive as a leader: do-it-yourselfThe story of yourself as a leader
Explore what drives you as a leader
Explore a critical relationship at workPart Two The way leaders come to grief
Introduction: the importance of leading oneself
05 What makes top leaders tick?Effectiveness through being focused and tough
Overdrive leading to relational myopia and ineffectiveness
Relational effectiveness coming under strain
Three real-world cases
An intuitive and psychological description of relational overdrive and myopia
Notes06 The 'movers and shakers'Introduction
Antisocial patterns in leaders
Passive-aggressive patterns in leaders
Narcissistic patterns in leaders
Schizoid patterns in leaders07 The 'rigorous thinkers'
Introduction
Obsessive-compulsive patterns in leaders
Borderline patterns in leaders
Paranoid patterns in leaders
Schizotypal patterns in leaders08 The 'sensitive carers'Introduction
Dependent patterns in leaders
Histrionic patterns in leaders
Avoidant patterns in leaders
Note09 Neurotic patterns in leadersNeurotic responses to stress
How these overdrive patterns may be related to leadership outcomes

10 Your own leadership patternsExploring your qualities, opportunities, threats and challenges
Exploring your own neurotic patterns as a leader
Exploring your own hubrisPart Three Overcoming the excesses of leadership
Introduction: the importance of invisibility
11 Coming in, staying on and going out as a leaderComing in as a leader: getting into a leadership position
Staying on as a leader: lasting success in a leadership role
Letting go as a leader: ways and snares when going out 12 Balancing your patterns as a leaderThe experience of complexity
The risks of hubris
The need for balance
Note 13 Balancing relational patterns in organizations
Teamwork is a 'passing' game
Vicious cycles in organizations
Virtuous cycles in organizations
Note 14 Balancing your own organizational patterns: do-it-yourselfReviewing your strengths and overdrive patterns as a leader
Reviewing your capacity to 'balance' as a leader
Improving the dynamics in your own team
Note Epilogue: historical models of leadership
1 The shadow king: a Chinese model of leadership
2 Democracy: an Athenian model of leadership
3 Ubuntu: an African model of leadership
Conclusion

Appendix A Drivers' questionnaire
Appendix B Resilience questionnaire

Glossary
References
Index