Some people are leaders by default, in that their formal job roles and responsibilities entail leadership functions – this is described as assigned leadership. Others in the team may take on an “informal” leadership role on account of their personality, knowledge and skills, and/or because others perceive them as the most influential. Such leadership is called emergent leadership and arises from the way other group members respond to individuals .
Both types of leadership illustrate that anyone can have a leadership role. In viewing leadership as a process leadership is open to everyone and can be learned and developed (Jago, 1982).
MOTIVATIONS (BEST & WORST REASONS) FOR LEADERSHIP
Psychodynamic perspective
From a psychodynamic perspective, why people become leaders is explained through the psychological, social and emotional processes between leaders and followers, and within …show more content…
Motivations related to position, power and prestige are associated with Maslow’s safety, belonging (social) and esteem needs. Higher motivations of “doing good” and “making a difference” link with self-actualisation.
Darker side of leadership/ Pseudotransformational leadership
Adolf Hitler, Joseph Stalin, and Saddam Hussein were extreme examples of effective leaders who were able to inspire loyalty and group identification, and persuade people to share a dystopic vision and commit unspeakable atrocities. Pseudotransformational leadership typifies leadership that is transformational in a negative way, epitomised by leaders who are at the extreme end of the narcissistic spectrum and are self-consumed, exploitative, power oriented and possess warped moral values (Bass and Riggio, 2006).
Pseudotransformational leadership is considered personalised leadership, focused on the leader’s own interests rather than on the interests of others (Bass and Steidlmeier
Both types of leadership illustrate that anyone can have a leadership role. In viewing leadership as a process leadership is open to everyone and can be learned and developed (Jago, 1982).
MOTIVATIONS (BEST & WORST REASONS) FOR LEADERSHIP
Psychodynamic perspective
From a psychodynamic perspective, why people become leaders is explained through the psychological, social and emotional processes between leaders and followers, and within …show more content…
Motivations related to position, power and prestige are associated with Maslow’s safety, belonging (social) and esteem needs. Higher motivations of “doing good” and “making a difference” link with self-actualisation.
Darker side of leadership/ Pseudotransformational leadership
Adolf Hitler, Joseph Stalin, and Saddam Hussein were extreme examples of effective leaders who were able to inspire loyalty and group identification, and persuade people to share a dystopic vision and commit unspeakable atrocities. Pseudotransformational leadership typifies leadership that is transformational in a negative way, epitomised by leaders who are at the extreme end of the narcissistic spectrum and are self-consumed, exploitative, power oriented and possess warped moral values (Bass and Riggio, 2006).
Pseudotransformational leadership is considered personalised leadership, focused on the leader’s own interests rather than on the interests of others (Bass and Steidlmeier