Leadership - What Really Matters: A Handbook on Systemic Leadership (Management for Professionals)

and therefore below the surface. Kets de Vries is interested in exactly these
processes. What are the underlying dynamics? What irrational variables feed
the organizational culture? What subconscious values influence and drive organi-
zational structures? What relationship patterns influence the direction of decisions
and thereby the direction of the iceberg’s motion?
de Vries’ work is based on the clinical psychology paradigm. He uses concepts
from the fields of psychoanalysis, psychotherapy, developmental psychology, sys-
tematic family therapy and cognitive psychology to explain the conduct of people
in organizations and cites three reasons why this paradigm is useful (see de Vries
2002, pp. 21–50).

1.Reality is not unconditionally identical to what we see.Therefore, only those
managers who can see new connections, remain open for different schemes of
perception, and move past conventional ways of thinking will obtain extraordi-
nary results. New points of view often lead to unexpected opportunities and
surprising solutions.
2.Every type of human behavior, no matter how irrational, has a reason.
According to Kets de Vries these reasons often originate in the subconscious.
So many reactions are initially incomprehensible or unobservable at first sight
that a more exact analysis is needed to reveal the basic mechanisms (“transfer
mechanisms”). For example, a boss avoids direct confrontation with a colleague

leader

character

values, opinions held, convictions

place in the hierarchy

experience

situation

type of task

life phase of the company

organizational variables

corporate culture

customs within the

business sector

socio-economical and

political environment

followers

characters

values, opinions held,

convictions

co-operation

within the group

leader-

ship

style

Fig. 2.6 The conflict fields of leadership (Source: de Vries 2002)

70 2 Occupation or Calling: What Makes for Good Leadership?