The psychodynamic approach to leadership “focuses on the personality of the leader and of followers” (Northouse, 2013, p.320). This approach is often criticized for its subjectivity of the main concepts of this theory and is dubbed as ‘unscientific’ since it cannot be scientifically tested. Nevertheless, this approach offers understanding and acceptance of personal characteristics to both leaders and followers (Northouse, 2013). In addition, this approach studies the relationship between a leader and followers as well. One of the several ideas that comprise this approach is a hypothesis that all human being share a collective unconscious that is characterized as innate dispositions to certain behavior (PSU WC, 2014, PSYCH 485, L.3). These “patterns in the human psyche that persist over time” are known as archetypes (PSU WC, 2014, PSYCH 485, L.3, p.4). The two archetypes that might be related to leadership are known as the ‘warrior’ and the ‘sage.’
The ‘warrior’ type of leader is characterized by his (I use the male gender since the archetype usually associated with masculinity, but a female may also be a representative of this type) extreme power that is directed toward achieving his goals. This type imposes his will on others and does not tolerate challenging his authority (PSU WC, 2014, PSYCH 485, L.3). This main goal is to achieve greatness that is expressed though respect by others and financial gain (PSU WC, 2014, PSYCH 485, L.3). One example of the ‘warrior’ type is Russian President Vladimir Putin. He has pursued and finally has achieved unsurpassable power in Russia. Occasionally, he demonstrates his power on the world stage (annexation of Crimea is the last example). Definitely, he imposed his power on his followers and he destroyed all his political rivals in Russia. With the annexation of Crimea, he gained the respect and even admiration of many of his followers (Russians have always dreamed to take this peninsula back). We can observe during TV interviews how he is emotionally detached. He never publicly expresses fear or any doubt in his actions (Russia Today, 2014, July 30). Regarding the ‘warrior’s’ desire to achieve wealth, Putin has acquired enormous financial assets and, according to Bloomberg.com he is the richest man on Earth (Bershidsky, 2013, Sept.17). As all archetypes, the ‘warrior’ has shadow that is leader’s negative aspects that he doesn’t admit according to the psychodynamic approach (PSU WC, 2014, PSYCH 485, L.3). Putin displays his cruelty to his rivals as his shadow. For instance, in the battle with his political rival, Khodorkovsky, Putin employed immoral and cruel means such as the fabricated criminal charges against Khodorkovsky and his company (BBC News, 2013). Putin has never admitted that this case was politically motivated. From this example, we can see how the energy of the ‘warrior’ can be destructive.
The second archetype is the ‘sage,’ that is characterized by wisdom and intelligence. This type of leader is full of passion to change the world around him/her in a positive way. In my opinion, Oprah Winfrey is an example of the ‘sage’ leader. She became a coach for many her followers. She has reached and inspired people around her to change and to do good things. She has become very influential and she uses this influence in a noble way such as encouraging followers to improve themselves and overcome their life adversities. For instance, Oprah is a co-founder of the leadership academy for girls from impoverished areas in South Africa (The Oprah Winfrey Leadership Academy, 2014). Oprah helps followers to make their dreams true. She, however, also has her shadows. In my opinion, her endorsement of Obama as a Presidential candidate demonstrated that she used her position as leader manipulatively. She subjectively exercised her profound influence to direct her followers in particular direction in an area where she is not an expert.
The psychodynamic approach encourages us to look at the leaders’ and the followers’ “psychological makeup” (PSU WC, 2014, PSYCH 485, L.3, p.2). We can determine the archetype for a leader and make an analysis of his/her actions based on his/her dispositions. These archetypes affect the way how leaders interact with their followers. Recognizing and understanding these archetypes might benefit us in building effective relations with these leaders.
References:
BBC News (2013). Profile: Mikhail Khodorkovsky. Retrieved from
http://www.bbc.co.uk/news/world-europe-12082222
Bershidsky, L. (2013, September 17). Vladimir Putin, the richest man on Earth. Bloomberg View.
Retrieved from http://www.bloombergview.com/articles/2013-09-17/vladimir-putin-the-richest-man-on-earth
Northouse, P.G. (2013). Leadership: Theory and practice (6th ed.). Los Angeles: SAGE.
Pennsylvania State University World Campus. (2014). PSYCH 485. Lesson 3:
Psychodynamic Approach. Retrieved from https://courses.worldcampus.psu.edu/fa14/psych485/001/content/03_lesson/01_page.html
Russia Today (2014, July 30). Vladimir Putin on US sanctions and Ukraine. [Television
broadcast]. Retrieved from https://www.youtube.com/watch?v=JBSzJ2wzb0s
The Oprah Winfrey Leadership Academy for Girls (2014). Mission and vision. Retrieved from
http://www.owla.co.za/
Putin certainly exemplifies what a leader who embodies the warrior archetype with a dark shadow self looks like in the political world. Unfortunately, there are also many in the business world who fit that description. I have had the misfortune of working for some of them. As an example of this, a former boss of mine had a reputation for being the take charge type and a real go getter. He was tenacious in the pursuit of his goals and, on paper at least, was one of the company’s stars. However, he also had a dark side. He could not stand it when people did not do things his way, even if there was nothing wrong with the way they were doing them. If any of the newer hires who were under him stood up to him or challenged him, he was not above making things up about them to get them fired. I saw many good employees lose their jobs needlessly, and then not be able to find employment again in their industry, because of things this guy fabricated. I wonder if warriors are more likely than other archetypes to have a dark shadow self, and be more likely to use ethically deplorable techniques to get what they want.
I think the best way to stop such people from rising to power is to have a system in place that works to prevent it. Good structural integrity in your organization’s leadership hierarchy is the key to stopping people like the one just described from entering into positions of leadership in the first place. At my current workplace, we have a system in place that serves to prevent domineering and less than scrupulous managers from rising through the ranks. Promotions are based on committee and team decisions, and anonymous input from subordinates is solicited. Since the workplace is more democratic, it really helps to keep people who would harm others that they have power over for their own personal gain from getting undue influence within the company. In my previous workplace, the main reason that this guy was able to get to where he was in the first place is because the company did not really have any internal checks to fetter out his type, so he was able to take advantage of that, and mold the organization’s culture to be more conducive to enabling his unethical tactics.
Reference
Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Los Angeles, CA: Sage.