Leadership Final Review Chapter 11

Front 1

psychodynamic approach: description

Back 1

-centers around personality
-consistent ways of thinking, feeling, and acting
-affected by environment, including people
-characterized by tendencies or qualities (i.e. shy, creative, etc.)

Front 2

PSD v. Trait, Style and Situational approaches

Back 2

Trait approach
-characteristics are important to leadership status and tasks

Front 3

PSD v. Trait, Style and Situational approaches

Back 3

style approach
-certain behavior = best style

Front 4

PSD v. Trait, Style and Situational approaches

Back 4

situational approach
-key element is match between leader's style/behavior and needs of subordinate

Front 5

PSD v. Trait, Style and Situational approaches

Back 5

psychodynamic approach
-various personality types are better suited to leadership positions or situations

Front 6

function of leader

Back 6

-become aware of their personality type and that of their followers

Front 7

underlying assumptions

Back 7

-characteristics of people are deeply ingrained and virtually impossible to change in any significant way
- people have motives and feelings that are unconscious
-person's behavior results from observable actions, responses, and emotional effects of past experiences

Front 8

background

Back 8

-roots in Freud's psychoanalysis
-Carl Jung- disciple of Freud developed own body of psychological work
-includes work developed by Eric Berne on the concept of the ego state as part of the larger method called transactional analysis

Front 9

Berne and transactional analysis

Back 9

-unified system of individual social psychiatry
-focuses on the individual but also one's relationships to others

Front 10

Berne and transactional analysis

Back 10

people have three ego states
a. parent- thinks, feels, and behaves in ways copied from his/her parents
b. child- thinks, feels, behaves as one did as a child
c. adult- thoughts, feelings, or behaviors that are a direct result of current happenings
-people shift in and out of 3 ego states

Front 11

Berne and transactional analysis

Back 11

-parent and child ego states subdivided
-parent=controlling/nurturing
-child= free child (fc) or adapted child (ac)
-adult=current self

Front 12

Berne and transactional analysis

Back 12

-ego state is not the same as personality
-TA and personality = egogram created by a person shows their relative frequency in each ego state

Front 13

Berne and transactional analysis

Back 13

- occurs when the ego states of 2 people interacting is assessed
-complimentary = nurturing parent : adaptive child
- crossed = adult : free child
- effective leadership and followership depend on two or more people operating in the adult

Front 14

Berne and transactional analysis

Back 14

complementary transactions:
parent : child
adult : adult
child : parent

Front 15

Berne and transactional analysis

Back 15

crossed transactions
adult : parent
adult : child
parent : adult
child : adult
parent : parent
child : child

Front 16

Freud and personality types

Back 16

core personality
-inborn/instinctual
-values, attitudes, beliefs overlaid on core personality

Front 17

Freud and personality types

Back 17

three personality types
-erotic
-obsessive
-narcissist
(additional type = marketing)

Front 18

Freud and personality types

Back 18

Erotic
-wants to be loved/ to love
-wants group to be like a family
- can be dependent and needy

Front 19

Freud and personality types

Back 19

obsessive
-prefers order and stability
-value maintaining status quo
a. living up to rules and regulations of society/org.
b. strong conscience
- can be aggressive and domineering

Front 20

Freud and personality types

Back 20

marketers
-adapt to change
-personal development and being competent is valued
-good at facilitating and networking
-use process of collaboration to achieve consensus

Front 21

Freud and personality types

Back 21

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

Front 22

Freud and personality types

Back 22

5 key elements to productiveness
-productive person is:
free and not dependent
guided by reason
active or proactive
understands his/her own situation
has a purpose in life

Front 23

Freud and personality types

Back 23

unproductive people are
-limited and averse to risk, irrational, reactive, superficial, aimless, uncommitted

Front 24

Freud and personality types

Back 24

best personality type: productive narcissists
-visionaries
-motivates others to accept vision and work toward it
-strengths and weaknesses

Front 25

Freud and personality types

Back 25

how to work with narcissist leaders (NL)
-know their personality type
-NL's will not satisfy needs of others
-need excellent knowledge of their own field which complements NL's knowledge
-avoid getting ego involved
-protect image of the NL

Front 26

Freud and personality types

Back 26

productive narcissist is needed in organizations and work teams
-best as the leader of organizations in times of crisis and change

Front 27

Carl Jung and personality types

Back 27

-human behavior is predictable and understandable
-people have preferences for how they think and feel
-preferences become basis for how people work and play

Front 28

Carl Jung and personality types

Back 28

4 dimensions in assessing personality
1. where energy is derived
-internally or externally
2. way they gather info
-precise, sequential or intuitive and random
3. how one makes decisions
-rationally and factually or subjective and personal
4. person who plans and is organized v. spontaneous and pliant

Front 29

Carl Jung and personality types

Back 29

classification types:
-extraversion v. introversion: if person prefers to derive energy externally or internally
-sensing v. intuitive: gathers info in a precise or insightful way
-thinking v. feeling: rational decisions or subjective decisions
-judging v. perceiving: organized or spontaneous

Front 30

Carl Jung and personality types

Back 30

combination of the 4 dimensions
-16 altogether
-each combination is a type
-leader should identify his/her own style and concentrate on understanding it

Front 31

Carl Jung and personality types

Back 31

functions and preferences
-extraversion: prefer to obtain info, inspiration, and energy from outside oneself ( talk a lot, and desire contact with others)
-introvert: uses his/her own ideas and thoughts without the need for external stimulation (listen not talk, constant contact with others is draining)

Front 32

Carl Jung and personality types

Back 32

functions and preferences
-sensors: collect data through their senses; thinking revolves around facts and practical matters
-intuitives: conceptual and theoretical

Front 33

Carl Jung and personality types

Back 33

functions and preferences
-thinkers: logical, strive for objectivity, and are analytical
-feelers: subjective, seek harmony, take into account others' feelings

Front 34

Carl Jung and personality types

Back 34

functions and preferences
-judgers: prefer structure, plans, schedules, and resolution
-perceivers: flexible, tentative, and open ended

Front 35

Carl Jung and personality types

Back 35

types and leadership
-8 functions to assess and describe leadership strengths and weaknesses
-1 type is not better or worse
-preference for Thinker-Judger for middle to upper managers and executives

Front 36

16 types and leadership

Back 36

-leadership potential in all 16 types
-types including thinking tend to be the best

Front 37

dealing with followers

Back 37

-understanding and awareness of psychological types can be useful in communicating effectively

Front 38

how PSD works

Back 38

-raise awareness of leaders and followers about their own personality types
-implications of these types on their work and relationship
-assessments used
a. psychological types: MBTI
b. ego states: TA model

Front 39

how PSD works

Back 39

-determine the most favorable kind of work for an individual based on preferences in terms of
a. gathering info
b. making decisions
c. structuring work efforts
d. dealing with people

Front 40

strengths

Back 40

-relationship between follower and leader
- based on search for universal truth
- emphasizes leader's need for insight
- discourages manipulative techniques in leadership

Front 41

criticisms

Back 41

-based on the psychology of the abnormal rather than the normal
-the MBTI may not be reliable or vaild
-TA has limitations as there is no standardized assessment, each person evaluates their own ego state
-focus primarily on personality of leader and followers that dictate nature of relationship between them
-rejection of notion that emotional reactions occur
-does not lend itself to traditional training paradigm