More from these Authors

• Article | Organization Studies | Forthcoming

  The Unwanted Self: Projective Identification in Leaders' Identity Work

  Gianpiero Petriglieri and Mark Stein

  This paper employs a psychodynamic perspective to examine the development and maintenance of a leader's identity, building on the premise that such identity work involves both conscious and unconscious processes. We focus on the latter by suggesting that those in coveted leadership roles may engage in projective identification to shape and sustain an identity befitting those roles. Projective identification is the unconscious projection of unwanted aspects of one's self into others, leading to the bolstering of a conscious self-view concordant with one's role requirements. Recipients of a leader's projections may manage these by projecting them back into the leader or into third parties, which may lead to ongoing conflict and the creation of a toxic culture. We use examples from the Gucci family business to illustrate this process.

  Citation:

  Petriglieri, Gianpiero, and Mark Stein. "The Unwanted Self: Projective Identification in Leaders' Identity Work." Organization Studies (forthcoming). (September 2012.)

  CiteView DetailsSSRN

  Related

• Case | HBS Case Collection | 2012

  HCA, Inc. LBO Exit

  Victoria Ivashina

  Keywords: entrepreneurship; finance; stockholders; dividends; Private Equity; Initial Public Offering;

  Citation:

  Ivashina, Victoria. "HCA, Inc. LBO Exit." Harvard Business School Case 813-056, November 2012.

  CiteView DetailsPurchase

  Related

• Case | HBS Case Collection | 2012 (Revised from original 2010 version)

  Shenzhen Capital Group

  Paul A. Gompers, Shaohui Chen, Jessie Lin and Shelley Ling

  Haitao Jin, chairman of Shenzhen Capital Group Co., Ltd. (SCGC), and Wanshou Li, president of SCGC, must decide how to continue to grow their venture capital/private equity firm in China. SCGC is a premier VC/PE fund in China and a pioneer of the Government Sponsored Fund (GBF) structure. The firm had grown to RMB 20 billion in just 10 years and had funds in 29 different cities across China. As competition for investments becomes more intense, Jin and Li must decide the growth and strategic direction that SCGC should pursue. The case highlights the important success factors for VC/PE investing in China as well as the important role that the Chinese government plays in the financing landscape.

  Keywords: venture capital; government and business; private equity; Venture Capital; Private Equity; Investment Funds; Growth and Development Strategy; Business and Government Relations; Financial Services Industry; China;

  Citation:

  Gompers, Paul A., Shaohui Chen, Jessie Lin, and Shelley Ling. "Shenzhen Capital Group." Harvard Business School Case 211-029, November 2012. (Revised from original October 2010 version.)

  CiteView DetailsPurchase

  Related