Leadership and Self-Deception: Getting Out of the Box

Leadership and Self-Deception: Getting Out of the Box

by The Arbinger Institute INSTITUTE

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Overview

This third edition of an international bestseller—over 2 million copies sold worldwide and translated into 33 languages—details how its powerful insights on motivation, conflict, and collaboration can benefit organizations as well as individuals.

Since its original publication in 2000, Leadership and Self-Deception has become an international word-of-mouth phenomenon. Rather than tapering off, it sells more copies every year. The book's central insight—that the key to leadership lies not in what we do but in who we are—has proven to have powerful implications not only for organizational leadership but in readers' personal lives as well. 

Leadership and Self-Deception uses an entertaining story everyone can relate to about a man facing challenges at work and at home to expose the fascinating ways that we blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve happiness and increase happiness. We trap ourselves in a "box" of endless self-justification. Most importantly, the book shows us the way out. Readers will discover what millions already have learned—how to consistently tap into and act on their innate sense of what's right, dramatically improving all of their relationships.

Product Details

ISBN-13: 9781523097807
Publisher: Berrett-Koehler Publishers
Publication date: 09/04/2018
Edition description: Expanded
Pages: 240
Sales rank: 23,231
Product dimensions: 5.50(w) x 8.40(h) x 0.70(d)

About the Author

Founded in 1979, the Arbinger Institute has helped thousands of individuals, teams, and organizations achieve breakthrough results by making the one change that most dramatically improves performance, sparks collaboration, and accelerates innovation: a shift from the default self-focus of an "inward mindset" to the others-inclusive results-focus of an "outward mindset." Arbinger's training and consulting programs are specifically designed to facilitate this change.

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Bud
(Continues…)



Excerpted from "Leadership and Self-Deception"
by .
Copyright © 2018 Arbinger Properties, LLC..
Excerpted by permission of Berrett-Koehler Publishers, Inc..
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

Table of Contents

Preface vii

Part I Self-Deception and the "Box"

1 Bud 3

2 A Problem 7

3 Self-Deception 11

4 The Problem beneath Other Problems 18

5 Beneath Effective Leadership 22

6 The Deep Choice That Determines Influence 32

7 People or Objects 42

8 Doubt 50

Part II How We Get in the Box

9 Kate 59

10 Questions 63

11 Self-Betrayal 66

12 Characteristics of Self-Betrayal 74

13 Life in the Box 83

14 Collusion 93

15 Box Focus 108

16 Box Problems 112

Part III How We Get out of the Box

17 Lou 121

18 Leadership in the Box 125

19 Toward Being out of the Box 130

20 Dead Ends 133

21 The Way Out 144

22 Leadership out of the Box 155

23 Birth of a Leader 166

24 Another Chance 170

Appendix: Resources for Readers

Research about Self-Deception in Organizations 181

From Way-of-Being Change to Mindset Change 187

How to Use Leadership and Self-Deception 189

Introducing the Anatomy of Peace 201

An Excerpt from the Outward Mindset 203

Index 213

About the Arbinger Institute 219

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