The psychodynamic approach to leadership study and development focuses on the dynamics of human behavior, which are often the most difficult to understand. It acknowledges that people are complex, unique, and inconsistent beings with rich and countless motivational drivers and decision-making and interaction patterns (Northouse, 2015). When we think of charismatic leadership in a workplace, it is often filled with positive, motivating and uplifting thoughts. The interview process provides basic information about an organization and what to expect as an employee.
The leader has great influence and impact on how we interact and treat each other under their direction as followers. When a leader exhibits dysfunctional behavior, likely manifestations of an inner driver, the acting-out can be detrimental and have a devastating effect on the organization and its employees. Freud believes the acting-out behaviors can be seen as “the royal road to an understanding of the unconscious” (Freud, 1900/1953, p. 608). Meaning, the repetition of certain dysfunctional patterns suggests the existence of specific motivational undercurrents underlying decision making and behavior (Northouse, 2015, p. 298).
I worked for an organization where the office manager was promoted from a secretarial position to office manager and was given a training manual to follow. Soon thereafter, her lack of leadership abilities rattled the staff beyond belief. There was a dark-side personality that suggested she was interpersonally insensitive. The façade may have fooled her superiors, but the staff was in complete disarray and on the verge of collapsing as a result. Finally, a group of staff members confronted senior partners of the situation, which they were completely unaware, and immediately involved human resources. We agreed that had she received the appropriate training, the transition from phenomenal secretary to office manager would have made a difference.
The essence of leadership is the ability to use motivational patterns to influence others— in other words, to get people to voluntarily do things that they would not otherwise do, which is the type of leadership most employees expect to experience. However, what is an organization to do when a leader reveals negative leadership characteristics? To change and create, or manage an effective organization, would require an understanding of the complexity of why leaders act the way they do (Northouse, 2015, p. 305).
A closer look at leadership within the organization used as an example would require a strategy to address issues related to ineffective leadership. Although, criticism does not necessarily lend itself to training in a conventional sense, the focus is to increase an individual’s self-awareness in order to find better ways to behave and relate personally.
The following psychodynamic approach is designed to bring attention to weak areas that need focus to identify and strengthen leadership, which I believe could have resolved the organization’s ineffective leadership issues. The application of leadership coaches and organizational consultants offer guidance, to explore undercurrents that drive behavior, better managed defenses, learn how to express emotions in a situation-appropriate manner, and cultivate a perception of self and others that is in accord with reality. Leaders may come to realize, they can free themselves from what may resemble ‘psychic prisons’ (Northouse, 2015). Another psychodynamic approach that may have provided a better outcome is group coaching intervention, to discuss and apply principles to leadership development. Bring leaders together to reflect on their interpersonal relationships, work practices, leadership styles, decision-making practices, and organizational culture, creating alignment to become more effective in implementing organizational strategies. The group facilitator/coach would interview participants to get a better idea of individual and team issues and identify the major themes preoccupying the group, which would likely include 360° feedback surveys on various dimensions such as leadership behaviors, personality, inner drivers, and leadership roles. The purpose of these surveys is to draw from multiple sources of feedback, from the individual’s private and public/work life to provide a more well-rounded view of the individual and the system within which he or she operates.
In the case of the office manager, the above described approaches would have been most effective in the early stages of leadership. Regardless of the length of employment, new leaders who are promoted within, should transition through the same training as new hires.
References
Northouse, P.G. (2016). Leadership: Theory and Practice. Los Angeles: Sage Publications.
Penn State World Campus (n.d.). Leadership in Work Settings. [Commentary]. Retrieved from https://psu.instructure.com/courses/1834747/modules/items/21827811