Anthony Kasozi
Anthony Kasozi Soc.Sc.; MSc; PhD is the Ugandan-born author and leadership expert and former Deputy Secretary General to the International Federation of the Blue Cross. His first book, The Leadership Shadow was co-Authored by Erik de Haan and published by Kogan Page in 2014.[1]
Education and Work[edit]
Kasozi’s early education was at Kings College Budo in Central Uganda and then at Starehe Boys' Centre and School in Nairobi, Kenya. In 1979 he was accepted by the University of Birmingham to study International Relations, as an undergraduate. Kasozi went on to gain two additional degrees: an MSc in Financial Economics from SOAS, University of London, and a PhD in Institutional Economics examining how culture and institutions influence economic performance under the supervision of Professor Geoff Hodgson.[2] Kasozi's PhD, The Role and Influence of Institutions in Economic Development in Uganda: Evidence and Insights from the Development of the Uganda Coffee Sector 1900 – 2004,[3] was examined by Prof Ha-Joon Chang.
In the course of his work internationally, Kasozi has engaged with senior leaders and teams in organisations such as AON, ACET International, All We Can (MR&D), Glanbia, GSH, HMRC, HP, Haniel, Heineken, ICRC, Masterfoods (Mars), Oxfam, Novo Nordsk, PwC, The Buganda Land Board (Kingdom of Buganda), GAVI, The Global Fund, Siemens Financial Services, The World Health Organisation, The International Finance Corporation (World Bank) and The Leprosy Mission International
Kasozi has taught as a Visiting Tutor at Ashridge Business School and the London School of Hygiene and Tropical Medicine.
Bibliography[edit]
The Leadership Shadow: How to Recognize and Avoid Derailment, Hubris and Overdrive(2011). Co-authored with Erik de Haan.
In today's fast paced, interconnected, and mercilessly competitive business world, senior executives have to push themselves and others hard. Paradoxically, to succeed as leaders, they also need to relate to others very well. Under stress and challenge, the qualities executives have relied on to get them to the top and to achieve outstanding results can overshoot into unhelpful drives that lead to business and personal catastrophes.The Leadership Shadow draws on the lived experience of executives to make sense of what actually happens when their drivers overshoot and they act out the dark side of leadership. It shows how executives can find stability in the face of uncertainty, resilience in the face of gruelling demand, and psychological equilibrium as a leader in the face of turbulence.[4][5] <[6][7][8][9][10]
References[edit]
- ↑ https://www.quilibra-consulting.com/about/the_authors.aspx
- ↑ http://www.geoffrey-hodgson.info/p5.htm
- ↑ http://uhra.herts.ac.uk/handle/2299/2931
- ↑ http://www.hrmagazine.co.uk/static/shadow-side-of-leadership-ashridge
- ↑ https://www.netgalley.com/catalog/show/id/51598
- ↑ https://www.quilibra-consulting.com/about/the_authors.aspx
- ↑ http://lea.sagepub.com/content/early/2015/02/12/1742715015572526.abstract
- ↑ http://www.hrzone.com/engage/managers/the-shadow-side-of-leadership-hubris-derailment-and-overdrive
- ↑ http://video.ft.com/3847630846001/Why-do-leaders-suddenly-derail-/Management
- ↑ https://www.netgalley.com/catalog/show/id/51598
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