As a leader, he or she must understand the internal and external factor that may affect the success or failure of performance group or organization. A leader should have the ability to recognize the personality and characteristics of his or her group. He or she must understand the personality of each member of the group and how it contributes to the overall success or failure of the group. The psychodynamic approach emphasizes the insight a leader must obtain through understanding the responses from subordinates (PSYCH 484, L. 3). Not only a leader must be aware of his or her team’s individual personality, but be self-aware as well (PSYCH 484, L. 3). A leader should be able to encourage others to gain insight into their own personalities so that it can improve group cohesiveness. This can result in a better understand of their own reactions to the leader and each other. The eight different categories of “leadership archetypes” by Kets de Vries and Cheak does help in in accounting for successes and failures in the performance groups and organizations attribute to the behavior of those in positions of leadership. Using the psychodynamic approach by Kets de Vries and Alicia Cheak, I am able to analyze a leader’s ability to understand human behavior. In this case, I make an analysis of my Manager’s leadership and his dynamic with our team.
In my current position, my Manager holds a coach leadership role. He is consistently displaying strengths in ensuring our team culture is healthy and empathetic attitude towards others. Kets de Vries and Cheak (2016) explains “They are exceptional people developers who possess empathy, are extremely good listeners, and have high emotional intelligence” (Northouse, 2016, pg.322). Other team members, colleagues and managers all consider him as an easy-going and extremely personable individual who can handle internal conflict very well. As Kets de Vries and Cheak (2016) explains “they create high-performance teams and high-performance cultures” (Northouse, 2016, pg.322). He is always fair in situations of conflict between two or more members. In addition, he always provides encouragement and positive feedback towards all team members.
However, after our company merged with a competitor, our team has suffered from stress, anxiety and high work load. This can all be derives from the pressure of new management/executives to meet the new and high expectations. For example, I started carrying more responsibilities in supporting more departments in regards to supplies, working heavily on procurement/decision making and Health & Safety policies. Though I welcome these new challenges, I am left struggling to juggle all these roles and still perform at a high level. As a result, team members are no longer working cohesively and increasing conflict between member and leader. At that point, we need a change catalyst, because that role will aid in organizing and implementing the new procedures and expectations during a time of extreme change. According to Kets de Vries and Alice Cheak (2016), “change catalyst function best in the integration of organizational cultures after a merger or acquisition” (Northouse, 2016, pg. 319). In the case of our group and organization, our leaders – including my manager, must be able to recognize that change is happening and must be implemented. Our team members, including myself, must be guided on the new rules, expectations and goals. Also, it helps to build trust between our team members and leaders by trusting us to understand and complete the changes.
In this specific case, my Manager can do the following actions as a catalyst in lieu of a coach:
- Re-assess and re-define new responsibilities and goals on a one-on-one meeting: By doing so, our Manager can clearly state our new responsibilities and goals and preventing any confusion. As a follower, I am clear on my new goal and have the ability to discuss any of my concerns privately. In this interaction with all team members, we are able to re-adjust our behaviors according to my Manager’s set goals/expectations.
- Re-assess and redefine new group goals and responsibilities: After completing one-on-one meetings, our Manager can do a complete team meeting to discuss the goal of the entire group. Hence, we are all clear on what goal we are working towards completion. Also, openly discussing concerns and addressing them (providing support or solution), our Manager is able to change our behaviors. As a follower, my Manager providing direction and support promotes positive and productive behaviors.
- Re-define timelines and deadlines: By providing a newly defined timeline, we are all clear on when we are to complete our goals and tasks. Re-organizing deadlines and goals enables our Manager to help create more productive and manageable daily (i.e. monthly/quarterly) responsibilities and goals for each team member and for the entire team.
By performing the above recommendations as a change catalyst, our Manager is able to better handle change that we all have no control and provide options of what WE can change as individuals and as a team. Our team and Manager have no control of the merge and goals set by our top executives. But, as a change catalyst, our Manager can provide guidance on what we can change to be better employees and teams – through the change of our own actions. Using both the change catalyst and coach archetype, my Manager will be able to execute the changes needed for individual team members and the entire team.
Hence, the eight categories of leadership archetype is helpful because it provides a standard and basis to start building and categorizing different leaders in an organization or group. Kets de Vries and Cheak (2016) explains “the essence of a leadership is about human behavior and effective leadership is rooted in the underlying motives that govern such behavior” (Northouse, 2016, pg. 305). In lieu, a leader must be aware of his or her own internal intentions in order to understand the motives of others. The eight categories of leadership archetype provides a reasonable basis in which followers can categorize a leader. Also, this categorization can be used by leaders to determine the leadership archetype of upcoming leaders and members who want to become leaders. If our manager can combine the two different types of archetypes: coach and change catalyst, he will be able to integrate and guide through the different changes of the merge and continue to be sensitive towards all team members.
Northouse, P.G. (2016). Psychodynamic Approach by Manfred F.F. Kets de Vries and Alicia Cheak. Leadership: Theory and Practice (pg.295-327). Thousand Oaks, CA: Sage Publications, Inc.
PSYCH 485 Lesson 1 Course Commentary. (2016). PSYCH485: Psychodynamic Approach. Retrieved from Penn State https://courses.worldcampus.psu.edu/su16/psych485/001/content/03_lesson/01_page.html