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Psychodynamic Approach to Leadership

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  1. Psychodynamic Approach to Leadership

  2. Psychodynamic Approach • Basis in “personality” • Consistent patterns of: • Thoughts • Feelings • Actions

  3. Psychodynamic Approach • Trait approach: • Characteristics to attain status • Style approach: • Concern for people vs. production • Situational approach: • Match between style and followers • Psychodynamic approach: • Personality types

  4. Psychodynamic Approach • Begins with roots of individual in family

  5. Mom? Dad? • Paternalistic organizations • Maternalistic organizations • EX: The ESPN “Mothership” • “One big happy family” • Naturally, leaders are parents followers are children • Some respect authority • Others rebel

  6. Underlying assumption • Personality characteristics are • Deeply ingrained • Difficult to change

  7. Other assumption • Actions result from subconscious motives and feelings • Developed long ago • Emotional residue of past experiences

  8. Freud

  9. Freud • Talk about past to create cures • Personality typologies on psychopathology: • Erotic • Obsessive • Narcissistic

  10. Freudian personality and leadership • Erotic: • Seek love and to be loved • Liking, acceptance > Admiration, respect • Want group to be family • Delve into people • Can be dependent/needy

  11. Freudian personality and leadership • Obsessive: • Live up to standards, follow rules, conscience • Maintain status quo • Searches for improvements • Knowledge, competence • Can be aggressive • Sensitive to criticism

  12. Freudian personality and leadership • Narcissistic: • Takes pride in actual accomplishments • Self directed humor • Clear vision • Paranoia • Over-competitive • Isolation

  13. Freudian personality and leadership • Marketer (added by Eric Fromm): • Readily adapt to change • Seek emotional growth • Facilitating/networking/collaboration • May lack vision

  14. The productive narcissist • Vision for future is important • Risk takers: • Wonderful • Disastrous • Leads organizations in times of crisis, change, growth • Entrepreneurs, PNs, and success? • See page 280

  15. Social Character • Macro personality: • Shared emotional attitudes and values in context • Big Shift:

  16. Social Character • Macro personality: • Shared emotional attitudes and values in context • Big Shift: • Industrial to Knowledge

  17. Industrial Social Character • Bureaucratic • Formal hierarchy • “Who reports to whom” • Stability • Organizational Loyalty • Excellence Striving • Paternalistic  Security through strength

  18. Social Character • Macro personality: • Shared emotional attitudes and values in context • Big Shift: • Industrial to Knowledge

  19. Interactive Social Character • Global markets • Rapid technological change • Employment uncertainty

  20. Interactive Social Character • Diverse familial structures • Single parents, divorced couples, blended families, LGBT couples • Instead of paternalistic or “mothership”: • Peer identification • Continual improvement • Creating and using networks • Collaborators instead of followers

  21. Jung

  22. Jungian personality types • Four dimensions: • Extraversion vs. Introversion • Sensing vs. Intuiting • Reality --------- Concepts/theory • Thinking vs. Feeling • Objective -------- Subjective • Judging vs. Perceiving • Planning --------- Spontaneity

  23. Extravert • Energizing • Communicative • Open • Communication overload

  24. Intravert • Quiet • Reflective thought • Slow to decide • Hesitant

  25. Sensor • Practical • Prefer action • Unimaginative • Detail orientation

  26. Intuitor • Strategic thinking • Future orientation • Hazy • Non-specific

  27. Thinker • Objective, rational • Problem solver • Critical, Demanding • Insensitive

  28. Feeler • Empathic • Cooperative • Loyal • Indecisive • Changeable

  29. Judger • Decisive • Sticks to plans • Rigid • Inflexible

  30. Perceiver • Flexible • Curious • Informal • Scattered • Unfocused

  31. Appropriate use • Self awareness • Positives/negatives • Clarify personal developmental opportunities • Predicting other’s behavior • Estimating other types • Assuming your preferences are same for others • Justifying behavior

  32. Unethical uses of MBTI • Not a measure of skill! So, cannot use for: • Hiring • Selecting • Promoting • Rewarding

  33. Application • Understand your type • Learn follower type • Use strategic communication

  34. Activity • Complete scale • Followers – Union car workers • Leaders – On floor managers