The trait approach and the psychodynamic approach are at opposite ends of the spectrum as far as popularity. Both have their strengths and weaknesses with even some crossover. However, two major divisions exist. Trait approach has backed research and psychodynamic approach does not (Northouse 2010). The trait approach is built for popular appeal and the psychodynamic approach is not (PSU World Campus 2013). Due to the issues of research and general appeal, the psychodynamic approach is not taken seriously despite offering just as many good points as the trait approach.
The biggest problem I can see with the psychodynamic approach is that it’s not testable (PSU World Campus 2013). If it is not testable it cannot be proven that it works. It cannot be proven that it works; therefore it will be written off as bunk. Unfortunately for the psychodynamic approach, just because it cannot be tested does not mean it doesn’t have perfectly valuable attributes. It just means no one will believe that it does. Every approach has strengths and weaknesses and every approach has its kryptonite. The psychodynamic approach’s kryptonite just happens to be a particularly harsh one, and a hard one to get past. I had a job once screen printing t-shirts. My leader at this job was a good man, but very oblivious. He had so many little things he did that simply did not pertain to us or the situation at hand but like he was going on automatic. His criticisms at times did not even pertain to us directly. It was as if he was chastising us in advance. If he is going on automatic, he must have been taught to think like that at some other point in his history. Someone’s behavior is not just summed up in their behavior or actions, but from what lingers in their unconscious from their previous encounters (Northouse 2013). Despite the difficulty of proving things such as this, if our t-shirt leader was more in touch with what was going on inside himself, he would have saved us all a lot of heartache. We had one really good worker quit because she was tired of being accused of things she had nothing to do with.
The trait approach does not even list traits in any complete manner, ignores the followers and situations, and does not take outcomes into account (PSU World Campus 2013). Yet because people can relate to it is more widely accepted. It is for this reason that I would worry that instead of research influencing the public it is the other way around. The trait approach is appealing and fits with an already existing belief that leaders are special (PSU World Campus 2013). The psychodynamic approach implies leaders are fallible like anyone else and by requiring personal work. The trait approach and the psychodynamic approach even share negatives in that neither one lends itself to training and both are subject to some amount of subjectivity (PSU World Campus 2013). The trait approach is open to subjectivity in its interpretation of what are the most important traits and the psychodynamic approach in the findings themselves (PSU World Campus 2013). Both are criticized for not taking situations into account (PSU World Campus 2013). The similarities between criticisms of both is striking, and yet because the trait approach holds an innate appeal to the public based on pre-existing stereotypes of what a leader should be it has a leg up.
Despite its obvious handicap, the psychodynamic approach offers a great deal. It takes the followers into account when the trait approach does not. It crosses cultures easily, while I can see the trait approach faltering as it looks to traits to define a leader. What traits a people finds appealing in a leader may change with different cultures looking for different traits. This approach calls for growth and development while the trait approach does nothing of the sort and simply looks to define a leader. This narrows the scope for who can be considered a leader while the psychodynamic approach does not make such distinctions. Instead it encourages you to work on yourself from the inside out; in that regard it includes anyone to be a leader with enough work. The psychodynamic approach also works to eliminate manipulation in leadership (PSU World Campus 2013). I can’t help but wonder if this is being underestimated as a strength. It is devastating when your leader is found out to be not what you thought he was. Presidents get impeached, bosses get fired, and faith is lost. There is most times, just no coming back from that. A former boss of mine was fired and her assistant demoted. New owners bought our hotel. Our leader was also GM at another hotel. This was against her new contract with the new owners. She hid this from the new owners and the assistant covered for her. If we knew the new owners were coming over the assistant would call the GM at her other hotel and she would rush right over and look like she has been there all day. She was never actually at our hotel. She got greedy, and was trying to manipulate the new owners so she could get two paychecks. I do believe she could have benefited from some of the personal growth emphasized in the psychodynamic approach.
The psychodynamic approach has great benefits and overinflated criticisms. Some of these criticisms are actually shared with the trait approach. There is even the benefit of including followers that the psychodynamic approach has been criticized for not having. The problem is that it is so subjective it is hard to find research that can back it. Another issue lies with a lack of popular appeal. This proves itself a great force in the popularity of the trait approach which matches up with current ways of thinking. Due to the issues of research and general appeal, the psychodynamic approach is not taken seriously despite offering just as many good points as the trait approach.
References:
PSU World Campus. (2012). Lesson 3: Introduction to Leadership. Retrieved from:
https://courses.worldcampus.psu.edu/fa12/psych485/001/content/03_lesson/11_page.html
Northouse, Peter G. (2010). Leadership, Theory and Practice. Los Angeles, CA: Sage Pubications.
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