Key Features Revised throughout, with a new section to help readers apply the lessons in the book Reveals how we unwittingly sabotage relationships, at work and at home, despite our best intentions-and how we can stop About the Book: Leadership and Self-Deception Since its original publication nine years ago, Leadership and Self- Deception has become an international word-of-mouth phenomenon. Rather than tapering off, it has sold more copies each year since 2004 than it did in any of the first four years after publication. The book's central insight-that the key to leadership lays not in what we do, but in who we are-has proved to have powerful resonances not only for organizational leadership, but in readers' personal lives as well. This new edition has been revised throughout to make the story more readable and compelling. And drawing on the extensive correspondence the authors have received over the years they have added a section that outlines the many ways that readers have been using Leadership and Self-Deception, focusing on five specific areas: hiring, teambuilding, conflict resolution, accountability, and personal growth and development. Leadership and Self-Deception uses an entertaining story about an executive facing challenges at work and at home to expose the subtle psychological processes that conceal our true motivations and intentions from us and trap us in a "box" of endless self-justification- even when we're convinced we're doing the right thing. Most importantly, the book shows us the way out. Readers will discover what millions already have-how to consistently tap into and act on their innate sense of what's right, dramatically improving all of their relationships. About the Author: Arbinger Institute Arbinger is a worldwide consulting company and think tank comprising people who have been trained in business, law, economics, philosophy, family dynamics, education, coaching, and psychology. The members of Arbinger come from