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Chapter 11 - Psychodynamic Approach

Leadership

Chapter 11 Psychodynamic Approach

Northouse, 4 th edition


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Psychodynamic Approach Perspective Psychodynamic Approach Background

Eric Berne & Transactional Analysis Sigmund Freud & Personality Types Carl Jung & Personality Types Sixteen Types and Leadership Dealing With Followers How Does the Psychodynamic Approach Work?

Overview


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Psychodynamic Approach Description

One fundamental concept underlies thisapproach: personal i ty

A consistent pattern of ways of thinking, feeling,& acting

Affected by the environment, including people

Characterized by tendencies or qualitiesa person may be shy, intelligent, & rigid in behavior

another person creative independent, &spontaneous


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Trai t ap pr o ach characteristics are important toleadership status and tasks

Style ap p ro ach certainbehavior = best style, ex. teammanagement (9,9)

Psychodynamic vs. Trait, Style &Situational Approaches


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Situat ion al app roach key element is

match between leaders style/behaviors& needs of subordinate

Psych ody nam ic appro ach important : personality types variouspersonality types are better suited toleadership positions or situations

Psychodynamic vs. Trait, Style &Situational Approaches


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Func t ion o f leader To become aware

of their own personality type and thepersonalities of followersUnder ly ing as su m pt ions Personality characteristics of individuals are

deeply ingrained and virtually impossible tochange in any significant way


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Under ly ing as sum pt ions

People have motives & feelings that areunconscious

Persons behavior results fromobservable actions, responses AND fromemotional effects of past experience


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Psychodynamic Approach Background

Emergence of this approach toleadership

Roots in work of Sigmund Freud psychoanalysis

Carl Jung disciple of Freuds developed ownbody of psychological work

Includes work developed by Eric Berne on theconcept of the ego state as part of the largermethod called transactional analysis


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Eric Berne and Transactional Analysis

Transactional Analysis People have three ego states: parent, adult,

child

Parent: when a person thinks, feels & behaves inways copied from his/her parents

Child: thinking, feeling, behaving as one did as achild

Adult: thoughts, feelings, or behaviors that are adirect result of current happenings

Key point: people shift in & out of the 3 egostates


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Transactional Analysis furtherdevelopment Parent & child ego states subdivided

Parent state: controlling or nurturing

Child state: free child (FC) or adapted child (AC)

AC a person conforms & adapts to

demands of others FC a person acts & feels like an

uninhibited & unsocialized child

Adult state: current self


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Transactional Analysis furtherdevelopment Ego state is not the same as

personality TA & personality = Egogram created

by a person shows their relativefrequency in each ego state


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CP = critical parentNP = nurturing parent A = adultFC = free child

AC = adapted child


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Transactional Analysis occurs whenthe ego states of 2 peopleinteracting is assessed

Complimentary interaction :

one person in a nurturing parent ego stateother person in their adaptive child egostate


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Transactional Analysis occurs when theego states of 2 people interacting isassessed, contd. Crossed transaction:

A leader in the adult ego state deals with

A subordinate who responds from their free child

ego state with somewhat negative, rejecting inputfrom the leader

Effective leadership & followership depend on Two or more people operating in the adult ego state


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For a leader-follower dyad, the following complementarytransactions could occur:


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For a leader-follower dyad, there are a number of possiblecrossed transactions:


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Core personality Is inborn and instinctual Values, attitudes, beliefs overlaid on core

personalityThree personality types Erotic Obsessive Narcissist Additional type (Eric Fromm) Marketing

Sigmund Freud & Personality Types


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Erotic Wants to love and be loved Wants group or team to become family

Can be quite dependant & needyObsessive Prefers order & stability Value maintaining status quo

Living up to rules & regulations of society ororganizationStrong conscience

Can be very aggressive & domineering



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Marketers Adapt readily to changes in society &

organizations Personal development & being competent

is valued

Good at facilitating, networking Use process of collaboration to achieve

consensus



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Narcissist Not egotistical or vain Takes pride in actual accomplishments Humor is important, often self-directed Has a clear vision of what needs to be

done, but does not account for or consider others

pursuit of that vision



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Productive & unproductive versions ofpersonality types

5 key elements to productiveness Productive person is

Free and not dependentGuided by reason

Active or proactiveUnderstands his/her own situationHas a purpose in life



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Productive & unproductive versions ofpersonality types, contd. Unproductive people are characterized as

Limited & averse to risk, irrational. Reactive,superficial, aimless, uncommitted

Best personality type Productive narcissists

Visionaries Able to motivate others to accept the vision &work toward itHave strengths and weaknesses



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Jungs way of classifying people andtheir personalities includesunderstanding that: Human behavior is predictable and

understandable People have preferences for how they

think and feel Preferences become basis for how people

work and play

Carl Jung & Personality Types


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Four dimensions important in assessingpersonality:1. Where a person derives his/her energy

internally or externally2. Way in which a person gathers information

precise, sequential way or more intuitive & randomway

3. Way in which a person makes decisions rationally & factually or in a subjective, personalway

4. Differences between a person who plans & isorganized or , one who is more spontaneous & pliant


h h d h


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Classification of Types: Extraversion versus Introversion: if person

prefers to derive energy externally orinternally

Sensing versus Intuitive: if person prefers togather information in a precise or insightfulway

Thinking versus Feeling: if person prefers tomake decisions rationally or subjectively

Judging versus Perceiving: if personprefers to live in an organized or spontaneousway


Ch 11 P h d i A h


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Combinations of the 4 dimensions: 16 combinations

Each combination is considered a type

The16 combinations are:

ESTP, ISTP, ESFP, ISFP, ESTJ, ISTJ,ESFJ, ISFJ, ENTJ, INTJ, ENTP, INTP,ENFJ, INFJ, ENFP, & INFP

A leader should identify his/her own styleand concentrate on understanding it


Ch t 11 P h d i A h


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Functions and Preferences Extraversion and Introversion

Extraversion is a preference for obtaininginformation, inspiration, and energy fromoutside the self Talk a great deal Desire contact with others

An introvert uses her/his own ideas andthoughts & doesnt need external stimulation Listen not talk Constant contact with others is draining


Ch t 11 P h d i A h


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Functions and Preferences Sensing and Intuition

Sensors collect data through their senses;thinking revolves around facts & practicalmatters detail oriented, happy to deal with real world focus on what they can see, hear, touch, smell,

and tasteIntuitives tend to be much more conceptualand theoretical Common everyday experience bores them Prefer to be creative, apply ingenuity to a problem




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Functions and Preferences Thinking and Feeling Thinkers use logic, strive for objectivity, andare analytical Often seem detached, uninvolved with people

Prefer guiding actions on basis of possible results

Feelers tend to be more subjective, seek

harmony with others, take into account thefeelings of people Are more involved with others at work or

elsewhere

Seen as considerate and humane




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Functions and Preferences Judging and Perceiving Judgers prefer structure, plans, schedule,and resolution decisive and deliberate; quite sure of their way

of doing things

Perceivers tend to be much more flexible,

adaptable, tentative, and open ended are spontaneous

do not take deadlines seriously; may changetheir minds and decisions without difficulty




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Types and Leadership Kroeger & Theusen (2002)

8 functions to assess and describeleadership strengths and weaknessesDoes not suggest that 1 type is better orworseHowever, research does show a preferencefor leaders who are TJ - thinker-judgers : 69.9-85% of those

surveyed chose this type as the best for middle& upper managers and executives




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Carl Jung and

PersonalityTypesPsychological

Preferences

and Leadership



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Style of leadership involved in each ofthe 16 psychological types

Leadership potential in all 16 types Types including thinking (T) tend to be the

best descriptors of the stereotype of theeffective manager

competition, efficiency, organization,productivity, command, effectiveness,knowledge, and ingenuity

Sixteen Types and Leadership



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SixteenTypes andLeadershipPsychological

Types and

Leadership


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Psychodynamic Approach

Prim ary co ns iderat ion raiseawareness of leaders and followers to their own personality types

implications of these types on their work &relationships

Assessments accomplished: Psychological types MBTI or similar

method or questionnaires

Ego states TA model, ego states is used

How does it work?



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Psychodynamic Approach

Application determine the mostfavorable kind of work for an individualbased on preferences in terms of gathering information

making decisions

structuring work efforts

dealing with people

How does it work?


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Criticisms

Based on the psychology of theabnormal rather than the normal

The MBTI may have re l iab i l i ty o rval idi ty problems

TA has l imi ta t ions as there is nostandardized assessment each personevaluates own ego states



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CriticismsFocuses primarily on personal i t ies of leader& followers that dictate nature of relationshipbetween them

Rejection of notion that emo t ional reac t ion s occur toward leaders, followers & coworkers,and that those reactions arise from

predispositions in individualsDoes not lend itself to t rad i t ion a l t ra in in g paradigm

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