This book uses an entertaining story to identify self-deception as the underlying cause of leadership failure, and show how any leader can overcome self-deception to become a consistent catalyst of success. The authors show that the key to successful leadership lies deeper than a particular technique, behavior or skill, and that most people problems in organizations are the result of self-deception--a problem that can be identified, isolated, and treated in a disciplined, results-oriented way. The book demonstrates how people can stop undermining themselves and what happens when they do--freely and fully putting to work all the behavioral skills, systems, and techniques that will bring success to them and their organizations.--From publisher description.
Originally published: 2000.
|Statement||the Arbinger Institute.|
|The Physical Object|
|Pagination||viii, 180 p. ;|
|Number of Pages||180|
Jan 01, · Leadership and Self-Deception book. Read 2, reviews from the world's largest community for readers. The disease of self-deception (acting in ways co /5. Apr 06, · In this book summary of Leadership and Self-Deception, we'll explain why we are prone to self-deception and how to free ourselves to see new possibilities and solutions. Sep 04, · 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/5. Sep 22, · When you read “Leadership and Self-Deception: getting out of the box” you experience a paradigm shift. You experience an improvement in the way you think and the way you perceive. The shift? Realizing that leadership is self-deceiving and betraying when you’re acting in, what The Abringer Institute calls, your “box.”.
Nov 15, · This is a book summary I have written for “Leadership & Self Deception”, by Arbinger Institute. The book uses the fiction format to discuss two concepts: “In the box” and “out of the box”. “In the box” refers to when people see others as the source of problem. Nov 09, · Leadership and Self-Deception shows how the problems that typically prevent superior performance in organizations and cause conflicts in our personal lives are the result of a little-known problem called self-deception. People who are in self-deception live and work as if trapped in a box/5(16). Editions for Leadership and Self-Deception: Getting Out of the Box: (Paperback published in ), (Paperback published in ), . Jan 28, · “Leadership and Self-Deception holds up a brutally honest mirror to behavior in which we all indulge to justify our shortcomings. The result is not self-remorse or punishment but a glimpse of a life to be lived with integrity and freed of the boundaries and constraints we /5(14).
Since its original publication in , Leadership and Self-Deception has become a word-of-mouth phenomenon. Its sales continue to increase year after year, and the book’s popularity has gone global, with editions now available in over twenty languages. LEADERSHIP AND SELF-DECEPTION. By The Arbinger Institute. It is seldom that I push a book on others, but this one is an exception. I believe that everyone needs to read this book. It explains a dynamic of human relationships that will be extremely valuable to anyone who relates to other people. Feb 01, · Leadership and Self-Deception is more than a book. It's a powerful key to change--personal and professional. Don't expect to read it without being transformed, at least if you read it honestly. It speaks to the heart of human relations isues like not other business book I have encountered.5/5(5). Leadership and Self Deception: Getting out of the Box. The Arbinger Institute ***** MAIN CONCEPT #1: Our Influence and Success in Business and in Life will depend on being out of the box with Others, with Situations and with Tasks. MAIN CONCEPT #2: Self Deception blinds us to the true causes of problems, and is the inability to see that one has /5(3).