01 - freud and leadership
DESCRIPTION
Freud & Leadership; Media Communication (EAE Business School; Lola Dobón, Madrid 2014)TRANSCRIPT
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Chapter 11 - Psychodynamic Approach
Leadership
Psychodynamic Approach
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Chapter 11 - Psychodynamic Approach
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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Chapter 11 - Psychodynamic Approach
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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Chapter 11 - Psychodynamic Approach
Psychodynamic Approach Description
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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Chapter 11 - Psychodynamic Approach
Psychodynamic Approach Description
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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Chapter 11 - Psychodynamic Approach
Psychodynamic Approach Description
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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Chapter 11 - Psychodynamic Approach
Psychodynamic Approach Description
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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Chapter 11 - Psychodynamic Approach
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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Chapter 11 - Psychodynamic Approach
!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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Chapter 11 - Psychodynamic Approach
!ric Berne and Transactional Analysis
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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Chapter 11 - Psychodynamic Approach
!ric Berne and Transactional Analysis
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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Chapter 11 - Psychodynamic Approach
!ric Berne and Transactional Analysis
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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Chapter 11 - Psychodynamic Approach
!ric Berne and Transactional Analysis
CP . critical parent
5P . nurturing parent
A . adult
FC . 'ree child
AC . adapted child
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Chapter 11 - Psychodynamic Approach
!ric Berne and Transactional Analysis
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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Chapter 11 - Psychodynamic Approach
!ric Berne and Transactional Analysis
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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Chapter 11 - Psychodynamic Approach
!ric Berne and Transactional Analysis
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Chapter 11 - Psychodynamic Approach
!ric Berne and Transactional Analysis
For a leader='ollo#er dyad* the 'ollo#ing complementary
transactions could occur(
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Chapter 11 - Psychodynamic Approach
!ric Berne and Transactional Analysis
For a leader='ollo#er dyad* there are a num+er o' possi+le
crossed transactions(
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Chapter 11 - Psychodynamic Approach
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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Chapter 11 - Psychodynamic Approach
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
Simund %reud & Personality Types
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Chapter 11 - Psychodynamic Approach
?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
Simund %reud & Personality Types
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Chapter 11 - Psychodynamic Approach
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
Simund %reud & Personality Types
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Chapter 11 - Psychodynamic Approach
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
Simund %reud & Personality Types
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Chapter 11 - Psychodynamic Approach
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
Simund %reud & Personality Types
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Chapter 11 - Psychodynamic Approach
Simund %reud & Personality Types
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Chapter 11 - Psychodynamic Approach
$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
Simund %reud & Personality Types
Ch h d i h
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Chapter 11 - Psychodynamic Approach
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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Chapter 11 - Psychodynamic Approach
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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Chapter 11 - Psychodynamic Approach
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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Chapter 11 - Psychodynamic Approach
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
$arl un & Personality Types
Chapter 11 Psychodynamic Approach
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Chapter 11 - Psychodynamic Approach
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
$arl un & Personality Types
Chapter 11 Psychodynamic Approach
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Chapter 11 - Psychodynamic Approach
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
$arl un & Personality Types
Chapter 11 Psychodynamic Approach
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Chapter 11 - Psychodynamic Approach
Functions and Preferences) Thinkin and %eelin Thinkersuse logic* strive 'or o+
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Chapter 11 - Psychodynamic Approach
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
$arl un & Personality Types
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Chapter 11 - Psychodynamic Approach
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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Chapter 11 Psychodynamic Approach
$arl un and
PersonalityTypes
Psycholoical
Pre"erences
and Leadership
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Chapter 11 Psychodynamic Approach
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
Chapter 11 - Psychodynamic Approach
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Chapter 11 Psychodynamic Approach
Si'teen
Types and
LeadershipPsycholoical
Types and
Leadership
Chapter 11 - Psychodynamic Approach
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Chapter 11 Psychodynamic Approach
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
$o# !oes the
Psychodynamic Approach
"ork%
Focus o' Psychodynamic Approach
Strengths
Criticisms
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p y y pp
Psychodynamic Approach
Primary consideration*raiseawareness o" leaders and "ollowers
)to their o#n personality types
) implications o' these types on their #ork &relationships
Assessments accomplished#
) Psychological types ) ?BT7 or similarmethod or -uestionnaires
) Ego states ) TA model* ego states is used
+ow does it work
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p y y pp
Psychodynamic Approach
Application *determine the most
'avora+le kind o' #ork 'or an individual
+ased on pre'erences in terms o'
) gathering in'ormation
) making decisions
) structuring #ork e''orts
) dealing #ith people
+ow does it work
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p y y pp
Strenths
6esults in an analysis o' therelationship+et#een a leader and a'ollo#er
7s +ased on a search 'or universal truth
Emphasi,es the leader3s need 'or
insight!iscourages manipulativetechni-ues
in leadership
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$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