Skip to main content
SpringerLink
Log in

Manfred F. R. Kets de Vries: Playing the Morosoph

The Palgrave Handbook of Organizational Change Thinkers

  • 106 Accesses

Abstract

Manfred Kets de Vries has brought a unique form of humanistic and scientific thinking to the forces of organizational change. Early in his career, Prof. Kets de Vries argued that in order to survive and change, people in organizations must uncover and deal with human dynamics such as the anxiety or resistance of individuals, combined with such organizational forces as cultural code, embedded response patterns, and unhealthy adaptations to external pressures. In the early 1970s, this was an unorthodox point of view. Fast forward to a new century, and we see that thanks in part to Kets de Vries’ contribution, we have experienced a paradigm shift. Bringing human beings, with all their inherent messiness, into the organizational change equation is no longer heretical. If such thinking has become more acceptable today, it is because pioneering academics were able to challenge the limits of the rational, management science approach to organizational change.

This chapter addresses the early experiences and later influences that shaped the career of Manfred Kets de Vries, by putting him, metaphorically, on the psychoanalyst’s couch.

To be published in David B. Szabla,William Pasmore, and Mary Barnes, Enduring Thoughts of the Thinkers of Organizational Change. Basingstoke: Palgrave Macmillan, 2017.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Institutional subscriptions

References

  • Guillén, L., Mayo, M., & Korotov, K. (2015). Is leadership a part of me? A leader identity approach to understanding the motivation to lead. The Leadership Quarterly, 26(5), 802–820.

    Article  Google Scholar 

  • Ibarra, H., & Obodaru, O. (2009). Women and the vision thing. Harvard Business Review, 87(1), 62–70.

    Google Scholar 

  • Kellermann, B. (2012). The end of leadership. New York: HarperCollins.

    Google Scholar 

  • Kets de Vries, M. F. R. (1999). High performance teams: Lessons from the pygmies. Organizational Dynamics, 27(3), 66–77.

    Article  Google Scholar 

  • Kets de Vries, M. F. R. (2001). Creating authentizotic organizations: Well-functioning individuals in vibrant companies. Human Relations, 4(1), 101–111.

    Article  Google Scholar 

  • Kets de Vries, M. F. R. (2005). Lessons on leadership by terror: Finding a Shaka Zulu in the attic. London: Edward Elgar.

    Google Scholar 

  • Kets de Vries, M. F. R. (2016). Riding the leadership roller coaster: An observer’s guide. Basingstoke: Palgrave.

    Google Scholar 

  • Kets de Vries, M. F. R., & Balazs, K. (1999). Creating the ‘authentizotic’ organization: Corporate transformation and its vicissitudes – A rejoinder. Administration and Society, 31(2), 275–294.

    Article  Google Scholar 

  • Kets de Vries, M. F. R., & Korotov, K. (2007). Creating transformational executive education programmes. Academy of Management, Learning and Education, 6(3), 375–387.

    Article  Google Scholar 

  • Kets de Vries, M. F. R., & Korotov, K. (2012). Transformational leadership development programs: Creating long-term sustainable change. In S. Snook, N. Nohria, & R. Khurana (Eds.), The handbook for teaching leadership: Knowing, doing, and being (pp. 263–282). Los Angeles: Sage.

    Google Scholar 

  • Kets de Vries, M. F. R., & Korotov, K. (2016). Transformational leadership development programs: An owner‘s manual. In M. F. R. Kets de Vries, K. Korotov, E. Florent-Treacy, & C. Rook (Eds.), Coach and couch: The psychology of making better leaders (2nd ed., pp. 67–85). Houndmills: Palgrave.

    Chapter  Google Scholar 

  • Kets de Vries, M. F. R., & Miller, D. (1984). The neurotic organization: Diagnosing and changing counterproductive styles of management. Chichester/San Francisco: Jossey-Bass.

    Google Scholar 

  • Kets de Vries, M. F. R., Vrignaud, P., & Florent-Treacy, E. (2004). The global leadership life inventory: Development and psychometric properties of a 360-degree feedback instrument. The International Journal of Human Resource Management, 15(3), 475–492.

    Article  Google Scholar 

  • Korotov, K. (2016). Executive education from the participant’s point of view. In M. F. R. Kets de Vries, K. Korotov, E. Florent-Treacy, & C. Rook (Eds.), Coach and couch: The psychology of making better leaders (2nd ed., pp. 106–118). Houndmills: Palgrave.

    Chapter  Google Scholar 

  • Loch, C. (2010). Connecting the science of the management systems with the clinical paradigm. In M. F. R. Kets de Vries, L. Guillen, K. Korotov, & E. Florent-Treacy (Eds.), The coaching kaleidoscope: Insights from the inside (pp. 181–197). Houndmills: Palgrave.

    Chapter  Google Scholar 

  • Luborsky, L., & Crits-Cristophe, P. (1998). Understanding transference: The core conflictual relationship theme method. Washington, DC: American Psychological Organization.

    Book  Google Scholar 

  • McDougall, J. (1980). Plea for a measure of abnormality. New York: International Universities Press.

    Google Scholar 

  • McDougall, J. (1989). Theaters of the body. New York: W.W. Norton.

    Google Scholar 

  • Pfeffer, J. (2015). Leadership B.S.: Fixing workplaces and careers one truth at a time. New York: HarperCollins.

    Google Scholar 

  • Zaleznik, A., & Kets de Vries, M. F. R. (1975). Power and the corporate mind. Boston: Houghton-Mifflin.

    Google Scholar 

Further Reading

  • Kets de Vries, M. F. R. (1980/1994). Organizational paradoxes: Clinical approaches to management. London/New York: Tavistock/Methuen.

    Google Scholar 

  • Kets de Vries, M. F. R. (1991). Organizations on the couch. San Francisco: Jossey-Bass.

    Google Scholar 

  • Kets de Vries, M. F. R. (1995). Life and death in the executive fast lane: Essays on irrational organizations and their leaders. San Francisco: Jossey-Bass.

    Google Scholar 

  • Kets de Vries, M. F. R. (2001a). Struggling with the demon: Perspectives on individual and organizational irrationality. Connecticut: International Universities Press.

    Google Scholar 

  • Kets de Vries, M. F. R. (2001b). The leadership mystique. London: Financial Times/Prentice-Hall.

    Google Scholar 

  • Kets de Vries, M. F. R. (2005). Lessons on leadership by terror: Finding a Shaka Zulu in the Attic. London: Edward Elgar.

    Google Scholar 

  • Kets de Vries, M. F. R. (2006). The leader on the couch. West Sussex: Wiley.

    Google Scholar 

  • Kets de Vries, M. F. R. (2009a). Reflections on leadership and career development. West Sussex: Wiley.

    Google Scholar 

  • Kets de Vries, M. F. R. (2009b). Reflections on character and leadership. West Sussex: Wiley.

    Google Scholar 

  • Kets de Vries, M. F. R. (2009c). Sex, money, happiness and death: The quest for authenticity. Hampshire: Palgrave.

    Book  Google Scholar 

  • Kets de Vries, M. F. R. (2011a). The Hedgehog effect: The secrets of building high performance teams. West Sussex: Wiley.

    Google Scholar 

  • Kets de Vries, M. F. R. (2011b). Reflections on groups and organisations. West Sussex: Wiley.

    Google Scholar 

  • Kets de Vries, M. (2014). Mindful leadership coaching: Journeys into the interior. Hampshire: Palgrave Macmillan.

    Book  Google Scholar 

  • Kets de Vries, M. (2015a). You will meet a tall dark stranger: Executive coaching challenges (The Palgrave Kets de Vries Library). Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • Kets de Vries, M. (2015b). Telling fairy tales in the boardroom: How to make sure your organization lives happily ever after (The Palgrave Kets de Vries Library). Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • Kets de Vries, M. (2016). Riding the leadership rollercoaster: A psychological observer’s guide. London: Palgrave Macmillan.

    Google Scholar 

  • Kets de Vries, M. F. R., & Engellau, E. (2004). Are leaders born or are they made: The case of Alexander the Great. London: Karnac Books.

    Google Scholar 

  • Kets de Vries, M. F. R., & Florent-Treacy, E. (1999). The new global leaders. San Francisco: Jossey-Bass.

    Google Scholar 

  • Kets de Vries, M. F. R., & Miller, D. (1984). The neurotic organization: Diagnosing and changing counterproductive styles of management. San Francisco: Jossey-Bass.

    Google Scholar 

  • Kets de Vries, M. F. R., & Perzow, S. (1991). Handbook of character studies: Psychoanalytic explorations. New York: International Universities Press.

    Google Scholar 

  • Kets de Vries, M. F. R., Florent-Treacy, E., Korotov, K., & Shekshnia, S. (2004). The new Russian business leaders. London: Edward Elgar.

    Book  Google Scholar 

  • Kets de Vries, M. F. R., Carlock, R., & Florent-Treacy, E. (2007). Family business on the couch: A psychological perspective. West Sussex: Wiley.

    Google Scholar 

  • Kets de Vries, M. F. R., Guillen, L., Korotov, K., & Florent-Treacy, E. (Eds.). (2010). The coaching kaleidoscope: Insights from the inside. Hampshire: Palgrave Macmillan.

    Google Scholar 

  • Kets de Vries, M. F. R., Bernhardt, A., Korotov, K., & Florent-Treacy, E. (Eds.). (2011). Tricky coaching; Difficult cases in leadership coaching. Hampshire: Palgrave Macmillan.

    Google Scholar 

  • Kets de Vries, Manfred F. R., Korotov, Konstantin, Florent-Treacy, Elizabeth, & Rook, Caroline. (2015). Coach and couch 2nd edition, New, revised edition in English (The Palgrave Kets de Vries Library). London: Palgrave Macmillan.

    Google Scholar 

  • Zaleznik, A., & Kets de Vries, M. F. R. (1975/1985). Power and the corporate mind. Boston: Houghton-Mifflin.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. INSEAD, Paris, France

    Elizabeth Florent-Treacy

  2. Center for Leadership Development Research, ESMT-Berlin, Schlossplatz 1, 10178, Berlin, Germany

    Konstantin Korotov

  3. Henley Business School, University of Reading, Reading, UK

    Caroline Rook

Authors
  1. Elizabeth Florent-Treacy
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Konstantin Korotov
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Caroline Rook
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Elizabeth Florent-Treacy .

Editor information

Editors and Affiliations

  1. The George Washington University , Cambridge, Massachusetts, USA

    David B. Szabla

  2. Columbia University , New York, New York, USA

    William A. Pasmore

  3. The George Washington University , College Park, Maryland, USA

    Mary A. Barnes

  4. Columbia University , New York, New York, USA

    Asha N. Gipson

Rights and permissions

Reprints and permissions

Copyright information

© 2017 The Author(s)

About this entry

Cite this entry

Florent-Treacy, E., Korotov, K., Rook, C. (2017). Manfred F. R. Kets de Vries: Playing the Morosoph. In: Szabla, D., Pasmore, W., Barnes, M., Gipson, A. (eds) The Palgrave Handbook of Organizational Change Thinkers. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-49820-1_46-1

Download citation

  • DOI: https://doi.org/10.1007/978-3-319-49820-1_46-1

  • Received:

  • Accepted:

  • Published:

  • Publisher Name: Palgrave Macmillan, Cham

  • Print ISBN: 978-3-319-49820-1

  • Online ISBN: 978-3-319-49820-1

  • eBook Packages: Springer Reference Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences

Publish with us

Policies and ethics

Chapter history

  1. Latest

    Kets de Vries, Manfred F. R.: Playing the Morosoph
    Published:
    08 October 2020

    DOI: https://doi.org/10.1007/978-3-319-49820-1_46-2

  2. Original

    Manfred F. R. Kets de Vries: Playing the Morosoph
    Published:
    25 February 2017

    DOI: https://doi.org/10.1007/978-3-319-49820-1_46-1

Search

Navigation