In the article, A Leader’s Guide to Why People Behave the Way They Do, one of the key ideas to take away from this article is how an effective leader should not focus on using a command and reward system to obtain proper behavior in the workplace. Instead, a leader should “understand why the people they are trying to influence behave the way they do” (Clawson, 2001). With this very idea, we can begin to open our minds to fully understand people, not only in our professional lives but in our personal lives as well. Having the skill to understand VABEs (Values, Assumptions, Beliefs, and Expectations) and the ability it has to shape behavior is important for an effective leader (Clawson, 2001). VABEs are developed early and throughout our lives
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The REB Model is an equation that a leader can utilize when trying to understand human behavior. The equation states that if we are able to observe the connection with an event and ones VABEs, then we are we able to draw conclusions. Through those conclusions, we can determine the emotions and begin understanding why people do the things they do. What is interesting is that for the most part, people are not completely aware of their VABEs or even their own feelings, and that is why they are unable to utilize the REB Model. With that in mind, a leader who can work through this equation can have a unique insight into why people behave the way they do (Clawson, 2001). Coincidentally I believe the REM Model can work very well with the affective events theory to help leaders understand and react accordingly with their employees. Affective events theory is known as “A model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors” (Stephen P. Robbins, 2013). As we have learned throughout our course the emotions and moods we have in our personal and professional lives are very important. So if a leader can react with those emotions in a positive manner with these two ideas we will find employees with more job satisfaction and better job …show more content…
In general, this is how we view our self-image and just how much of it overlaps our ideal self. Typically we feel better about ourselves when we find that our self-image overlaps our ideal self, but when they don’t overlap we feel the exact opposite. This is where defense mechanisms come into play and how we are able to protect ourselves from being dragged down when we fall short of our symbolic self. There are numerous defense mechanisms, some are positive and can help better ourselves while others are negative and can cause bigger gaps within ourselves. It is common for us to utilize our defense mechanisms whenever we feel threatened and as the article stated: "We will go to extraordinary lengths to protect our self-concept, our view of ourselves"(Clawson, 2001). I believe that for all leaders it is important to have a positive symbolic self and have the ability to understand defense mechanisms to help steer employees in a positive manner in different situations. A goal as a leader is to influence others, so we must be able to communicate with them in a way that they do not need to utilize their defense mechanisms (Clawson,
The REB Model is an equation that a leader can utilize when trying to understand human behavior. The equation states that if we are able to observe the connection with an event and ones VABEs, then we are we able to draw conclusions. Through those conclusions, we can determine the emotions and begin understanding why people do the things they do. What is interesting is that for the most part, people are not completely aware of their VABEs or even their own feelings, and that is why they are unable to utilize the REB Model. With that in mind, a leader who can work through this equation can have a unique insight into why people behave the way they do (Clawson, 2001). Coincidentally I believe the REM Model can work very well with the affective events theory to help leaders understand and react accordingly with their employees. Affective events theory is known as “A model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors” (Stephen P. Robbins, 2013). As we have learned throughout our course the emotions and moods we have in our personal and professional lives are very important. So if a leader can react with those emotions in a positive manner with these two ideas we will find employees with more job satisfaction and better job …show more content…
In general, this is how we view our self-image and just how much of it overlaps our ideal self. Typically we feel better about ourselves when we find that our self-image overlaps our ideal self, but when they don’t overlap we feel the exact opposite. This is where defense mechanisms come into play and how we are able to protect ourselves from being dragged down when we fall short of our symbolic self. There are numerous defense mechanisms, some are positive and can help better ourselves while others are negative and can cause bigger gaps within ourselves. It is common for us to utilize our defense mechanisms whenever we feel threatened and as the article stated: "We will go to extraordinary lengths to protect our self-concept, our view of ourselves"(Clawson, 2001). I believe that for all leaders it is important to have a positive symbolic self and have the ability to understand defense mechanisms to help steer employees in a positive manner in different situations. A goal as a leader is to influence others, so we must be able to communicate with them in a way that they do not need to utilize their defense mechanisms (Clawson,