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The CEO who couldn't talk straight: And other tales from the boardroom

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  • De Vries, Manfred Kets

Abstract

In this paper the case histories of three CEOs are presented, illustrating the suspicious, alexithymic and narcissistic modes. The ways in which the behaviour of such top executives affects their organisations are described. Connections are drawn between early personality development and leadership styles, with particular reference to the development of the self. Finally, the paper ends with a number of recommendations to board members on how to identify such troublesome executives.

Suggested Citation

  • De Vries, Manfred Kets, 1992. "The CEO who couldn't talk straight: And other tales from the boardroom," European Management Journal, Elsevier, vol. 10(1), pages 39-48, March.
    • Handle: RePEc:eee:eurman:v:10:y:1992:i:1:p:39-48
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