01 - Freud and Leadership

7/17/2019 01 - Freud and Leadership

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Chapter 11 - Psychodynamic Approach

Leadership

Psychodynamic Approach


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Psychodynamic Approach Perspective

Psychodynamic Approach Background

Eric Berne & Transactional AnalysisSigmund Freud & Personality Types

Carl Jung & Personality Types

Sixteen Types and eadership

!ealing "ith Follo#ers

$o# !oes the Psychodynamic Approach "ork%

Overview


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Psychodynamic Approach Description

ne 'undamental concept underlies this

approach(personality

)A consistent pattern o' #ays o' thinking* 'eeling*

& acting

)A''ected +y the environment* including people

) Characteri,ed +y tendencies or -ualities

a person may +e shy* intelligent* & rigid in +ehavior

another person creative independent* &

spontaneous


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Trait approach)characteristics are important

to leadership status and tasks

Style approach) certain+ehavior . +est style* ex/ team

management 01*12

Psychodynamic vs. Trait, Style &Psychodynamic vs. Trait, Style &

Situational ApproachesSituational Approaches


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Situational approach) key element is

match +et#een leader3s style4+ehaviors& needs o' su+ordinate

Psychodynamic approach

important( personality types ) variouspersonality types are +etter suited to

leadership positions or situations

Psychodynamic vs. Trait, Style &Psychodynamic vs. Trait, Style &Situational ApproachesSituational Approaches


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Function of leader) To +ecome a#are

o' their o#n personality type and thepersonalities o' 'ollo#ers

Underlying assumptions

)Personality characteristics o' individuals aredeeply ingrained and virtually impossi+le to

change in any signi'icant #ay


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Underlying assumptions

) People have motives & 'eelings that areunconscious

) Person3s +ehavior results 'rom

o+serva+le actions* responses A5! 'rom

emotional e''ects o' past experience


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Psychodynamic Approach Backround

!merence o" this approach to

leadership

) 6oots in #ork o' Sigmund Freud)psychoanalysis

) Carl Jung) disciple o' Freud3s developed o#n

+ody o' psychological #ork

) 7ncludes #ork developed +y Eric Berneon the

concept o' the ego state as part o' the larger

method called transactional analysis


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!ric Berne and Transactional Analysis

Transactional Analysis

)A uni'ied system o' individual andsocial psychiatry

) Focuses on the individual +ut also

one3s relationship to others


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Transactional Analysis) People have three ego states( parent* adult*

child

Parent##hen a person thinks* 'eels & +ehaves in#ays copied 'rom his4her parents

$hild#thinking* 'eeling* +ehaving as one did as a

child

Adult#thoughts* 'eelings* or +ehaviors that are adirect result o' current happenings

) 8ey point(people shi't in & out o' the 9 ego

states


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Transactional Analysis ) 'urtherdevelopment

)Parent & child ego states su+divided Parent state(controlling or nurturing

Child state('ree child 0FC2 or adapted child 0AC2

: AC ) a person con'orms & adapts to

demands o' others

: FC ) a person acts & 'eels like anuninhi+ited & unsociali,ed child

Adult state(current sel'


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Transactional Analysis ) 'urther

development

) Ego state is not the same as

personality

) TA & personality . Egogram created

+y a person sho#s their relative're-uency in each ego state


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CP . critical parent

5P . nurturing parent

A . adult

FC . 'ree child

AC . adapted child


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Transactional Analysis occurs #hen

the ego states o' ; peopleinteracting is assessed

) $omplimentary interaction(

one person in a nurturing parent ego state other person in their adaptive child ego

state


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Transactional Analysis occurs #hen theego states o' ; people interacting isassessed* cont3d/

) $rossed transaction#

A leader in the adult ego state deals #ith

A su+ordinate #ho responds 'rom their 'ree child

ego state #ith some#hat negative* re


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For a leader='ollo#er dyad* the 'ollo#ing complementary

transactions could occur(


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For a leader='ollo#er dyad* there are a num+er o' possi+le

crossed transactions(


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Core personality) 7s in+orn and instinctual

) >alues* attitudes* +elie's overlaid on core

personalityThree personality types

) Erotic

) +sessive

) 5arcissist

Additional type 0Eric Fromm2) ?arketing

Simund %reud & Personality Types


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Erotic) "ants to love and +e loved

) "ants group or team to +ecome 'amily

) Can +e -uite dependant & needy+sessive

) Pre'ers order & sta+ility

)>alue maintaining status -uo iving up to rules & regulations o' society or

organi,ation

Strong conscience

)Can +e very aggressive & domineering



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?arketers

)Adapt readily to changes in society &

organi,ations) Personal development & +eing competent

is valued

) @ood at 'acilitating* net#orking) se process o' colla+oration to achieve

consensus



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5arcissist

) 5ot egotistical or vain

) Takes pride in actual accomplishments

) $umor is important* o'ten sel'=directed

) $as a clear vision o' #hat needs to +e

done* +ut) does not account 'or or consider others

pursuit o' that vision



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Productive & unproductive versions o'

personality types

key elements to productiveness) Productive person is

Free and not dependent

@uided +y reason

Active or proactive

nderstands his4her o#n situation

$as a purpose in li'e



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Productive & unproductive versions o'personality types* cont3d/) nproductive people are characteri,ed as

imited & averse to risk* irrational/ 6eactive*super'icial* aimless* uncommitted

Best personality type

) Productive narcissists >isionariesA+le to motivate others to accept the vision &

#ork to#ard it

$ave strengths and #eaknesses



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$o# to #ork #ith 5arcissistic leaders 052) Follo#ers should

kno# their o#n personality type

8no# 5s #ill not satis'y needs o' others

5eed excellent kno#ledge o' their o#n 'ield )complementing 5s kno#ledge

Avoid getting ego=involved

Protect image o' the 5

Productive 5arcissist is needed in organi,ationsand #ork teams) Best as the leader o' organi,ations in times o' crisis

and change


Ch h d i h


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Jung3s #ay o' classi'ying people and

their personalities includes

understanding that() $uman +ehavior is predicta+le andunderstanda+le

) People have pre'erences 'or ho# they

think and 'eel

) Pre'erences +ecome +asis 'or ho# people

#ork and play

$arl un & Personality Types

Ch t 11 P h d i A h


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Four dimensions important in assessingpersonality(

/ "here a person derives his4her energy )

internally or externally

;/ "ay in #hich a person gathers in'ormation )

precise* se-uential #ay ormore intuitive & random

#ay

9/ "ay in #hich a person makes decisions )

rationally & 'actually orin a su+


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Classi'ication o' Types() !'traversion versus (ntroversion#i' person

pre'ers to derive energy externally orinternally

) Sensin versus (ntuitive#i' person pre'ers togather in'ormation in a precise or insight'ul#ay

) Thinkin versus %eelin#i' person pre'ers tomake decisions rationally or su+


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Com+inations o' the D dimensions() com+inations

) Each com+ination is considered a type

) The com+inations are(

ESTP* 7STP* ESFP* 7SFP* ESTJ* 7STJ*

ESFJ* 7SFJ* E5TJ* 75TJ* E5TP* 75TP*E5FJ* 75FJ* E5FP* & 75FP

) A leader should identi'y his4her o#n style

and concentrate on understanding it


Chapter 11 Psychodynamic Approach


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Functions and Preferences

) !'traversion and (ntroversion Extraversionis a pre'erence 'or o+taining

in'ormation* inspiration* and energy 'romoutside the sel': Talk a great deal

: !esire contact #ith others

Anintrovert uses her4his o#n ideas andthoughts & doesn3t need external stimulation: isten not talk

: Constant contact #ith others is draining




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Functions and Preferences) Sensin and (ntuition

Sensorscollect data through their senses

thinking revolves around 'acts & practicalmatters: detail oriented* happy to deal #ith Greal #orldH

: 'ocus on #hat they can see* hear* touch* smell*and taste

7ntuitivestend to +e much more conceptualand theoretical: Common everyday experience +ores them

: Pre'er to +e creative* apply ingenuity to a pro+lem




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Functions and Preferences) Thinkin and %eelin Thinkersuse logic* strive 'or o+


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Functions and Preferences

) udin and Perceivin

Judgerspre'er structure* plans* schedule*and resolution

: decisive and deli+erate -uite sure o' their #ayo' doing things

Perceivers tend to +e much more 'lexi+le*

adapta+le* tentative* and open ended: are spontaneous

: do not take deadlines seriously may changetheir minds and decisions #ithout di''iculty




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Types and Leadership

) 8roeger & Theusen 0;II;2) 'unctions to assess and descri+e

leadership strengths and #eaknesses !oes not suggest that type is +etter or

#orse

$o#ever* research does sho# a pre'erence'or leaders #ho are: TJ = thinker=


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$arl un and

PersonalityTypes

Psycholoical

Pre"erences

and Leadership



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Style o' leadership involved in each o'

the psychological types

) eadership potential in all types) Types including thinking 0T2 tend to +e the

+est descriptors o' the stereotype o' the

e''ective manager

competition* e''iciency* organi,ation*

productivity* command* e''ectiveness*

kno#ledge* and ingenuity

Si'teen Types and Leadership



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Si'teen

Types and

LeadershipPsycholoical

Types and

Leadership



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8roeger & Theusen 0;II;2

) developed a matrix sho#ing ho# leaders should

deal #ith su+ordinates o' the same or di''erent

dimensions

) Extrovert leader interacts #ith an introvert 'ollo#er eader likes to talk and o'ten dominates the discussion

Follo#er needs time to think things through* likes to

explain his4her response #ithout interruption

Solution(leader needs to +ack o'' during theconversation or may suggest they get +ack together in

an hour or so to go over #hat needs to +e done

) nderstanding & a#areness o' psychological

types can +e use'ul in communicating e''ectively

Dealin )ith %ollowers



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C ap e syc ody a c pp oac

$o# !oes the


"ork%

Focus o' Psychodynamic Approach

Strengths

Criticisms



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p y y pp


Primary consideration*raiseawareness o" leaders and "ollowers

)to their o#n personality types

) implications o' these types on their #ork &relationships

Assessments accomplished#

) Psychological types ) ?BT7 or similarmethod or -uestionnaires

) Ego states ) TA model* ego states is used

+ow does it work



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p y y pp


Application *determine the most

'avora+le kind o' #ork 'or an individual

+ased on pre'erences in terms o'

) gathering in'ormation

) making decisions

) structuring #ork e''orts

) dealing #ith people

+ow does it work



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p y y pp

Strenths

6esults in an analysis o' therelationship+et#een a leader and a'ollo#er

7s +ased on a search 'or universal truth

Emphasi,es the leader3s need 'or

insight!iscourages manipulativetechni-ues

in leadership



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$riticisms

Based on the psychology o' the

abnormalrather than the normal

The ?BT7 may have reliability or

validitypro+lems

TA haslimitationsas there is no

standardi,ed assessment ) each person

evaluates o#n ego states



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$riticisms

Focuses primarily onpersonalitieso' leader

& 'ollo#ers that dictate nature o' relationship

+et#een them

6e

01 - Freud and Leadership

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