There has long been a lack of women in leadership roles in the United States and across the world. Women are underrepresented in the professional world, looked on as often unfit for a leadership position. They have stereotypes like this despite that fact that they are often more educated than their male counterparts while also making up more than half of the work force (Northouse, 2021, p. 394). If women are so prominent and such a big number of our workforce, why are they so underrepresented? We even see in our own government underrepresentation, as, “In 2017, 21 women serve in the U.S. Senate and 83 serve in the House of Representatives, comprising 19.4% of Congress” (UKDiss, 2021). There is not a lack of women with qualifications, since they are typically more educated than men. Which provokes a thought– why are women less likely than men to be in leadership positions?

Some studies suggest that it is all due to the “glass ceiling,” which is an unsaid barrier holding women back from getting to the top. But what is this glass ceiling? Many describe it as the social standards for women preventing women from obtaining higher roles in companies. Women move up through ranks just fine, it seems, until they hit a certain point where they simply do not advance any longer, whereas their white, male counterparts seem to move through just fine. Some studies suggest that this glass ceiling is created from more than just the culture created by society, but also because of lifestyle choices and individual mindsets, often dictated by societal standards as well.

It is no secret that women are the caretakers of children, and it has always been this way. Although we are slowly seeing males take on more parts of child and house care, much is often left to the mother for biological reasons. Having children and family often collides with corporation’s cultures, as women must take time off for children, and are often more dedicated to family than their work. Corporations see this as a hassle to work around, making women less desirable candidates. However, it also suggested that women find careers with higher job commitment to be daunting, because as previously stated, ““…women at every level are nine times more likely than men to say they do the major share of childcare and four times more likely to say do more chores” (UKDiss, 2021). When already working what most likely feels like a second job at home, women may feel less concerned with putting more on their plate with a workload. Although most individuals understand being a mother is difficult and requires a lot of time and energy, there is still an unsaid belief that women are more problematic works than men. Women who have families and take leave or use flexibility programs for familial reasons, “…are often marginalized, and those who take time off from their careers often find reentry difficult, returning at a lower level than the level they left” (Northouse, 2022, p. 396). We see mothers in the workforce professionally penalized for having children, yet in contrast, men who become father actually see an increase in their favorability (UKDiss, 2021).

We can see in these statistics that stereotypes and cultural aspects in the female gender can greatly hinder her potential career options. It turns out, they feel this way, too, and this also affects their chances in the work force. Studies show that women are four times more likely to feel as though they have less opportunities (UKDiss, 2021), and it greatly affects the confidence levels. Can we blame them? In a business culture dominated by white males who enjoy promoting other white males (Northouse, 2021, p. 394), women are also less likely to find other female role models or mentors that might assure them of their skill or keep them on track to get promoted. Men often receive mentorship and are guided in their journey to leadership by other male leaders. Women don’t often receive the same opportunity as men to be mentored, causing a lack of potential experience and therefore confidence.

The glass ceiling stretches even farther, covering long-time cultural beliefs that women are simply best to stay at home and take care of families. What has already been mentioned only scratches the surface of what women might have to deal with in the work force, and some of the obstacles they might face. We haven’t even touched what kind of barriers occur when you combine the female gender with also being a minority race! When women face fewer developmental opportunities, more potential career interruptions, and general bias, why is it generally unrecognized that we have this glass ceiling? Although improving over the years, the advance is slow. We can only hope that the culture that is slowly coming to a head, one that recognizes women as equal worker to men, help solidify their place in the workforce, and as CEOs, or even government leaders!

 

References

Northouse, P. G. (2021). Leadership (9th Edition). SAGE Publications, Inc. (US). https://bookshelf.vitalsource.com/books/9781071834473

UKDiss. (2021, June 1). Gender gap in leadership: Barriers and challenges for women. UKDiss.com. Retrieved April 18, 2022, from https://ukdiss.com/examples/gender-gap-in-leadership.php#citethis

Growing up in gross inequality, Nelson Mandela had a vision for South Africa to rise above racism. When he was a child, apartheid was set into place and caused mass segregation to occur. Mandela’s name was not Nelson, however, at this time. It was Rolihlahla Mandela, which he was forced to give up and adopt a new, more pronounceable name for the white minority (A&E Networks, 2014). Perhaps his birth name is much more suitable for him, as it translates to “troublemaker” in the Xhosa language. Rejections of culture like this is what started his passion to create a difference in South Africa, which he would later use to influence his many followers, including those in other parts of the world. Nelson Mandela created a culture of peace, acceptance, and forgiveness, transforming apartheid South Africa, as well as the hearts and minds of many.

Apartheid was brought into Africa around the late 1940s, and it’s intentions were to allow, “for equal development and freedom of cultural expression, but the way it was implemented made this impossible. Apartheid made laws forced the different racial groups to live separately and develop separately, and grossly unequally too” (South African History Online). This legislation brought about much segregation that rang similarly to that of segregated America, but perhaps even more severe. One could not even be caught speaking with someone of another race without suspicion being brought upon them. Areas were restricted from blacks, and they did not have nearly as many rights as whites. The white people, however, were the minority. They placed these laws out of fear of being the minority, and having their rights challenged… Mandela saw this unfairness, and decided to step in. This want for equality begun his role as a transformational leader, as, “It is common for transformational leaders to create a vision. The vision emerges from the collective interests of various individuals and units in an organization” (Northouse, 2022).

It is not easy to change something as big as a government, just as it is not easy to change an organization or business. To be transformational, it requires, “assessing followers’ motives, satisfying their needs, and treating them as full human beings…It is a process that often incorporates charismatic and visionary leadership.” (Northouse, 2022). He was charismatic and visionary from the beginning. In his early twenties, Mandela and other young African boys created the African National Congress Youth League, otherwise known as the ANC. They practiced nonviolence by, “…methods of boycott, strike, civil disobedience and non-cooperation, with policy goals of full citizenship, redistribution of land, trade union rights, and free and compulsory education for all children” (A&E Networks, 2014). Mandela operated with the ANC for years, even getting arrested several times, until another anti-apartheid group stepped in an claimed nonviolence was ineffective. Agreeing to some degree, Mandela did partake in armed warfare, yet still led strikes and other civil disobedience movements, landing him in prison for good… or so it was believed. During all these events he had gotten a lot of attention in his own country, but world-wide as well. His beliefs infected the world, opening their eyes to the blatant unfairness and inequalities of the current government.

Many of his followers called for his release. Leaders across the globe called for his release. Mandela’s actions and words inspired people to demand change. Leaders even felt the need to comply due to this, and offered him release with certain conditions. Mandela refused, stating that he would still not be a free man under those circumstances, always a prisoner to the current government. He would not settle for less than what he demanded. In this way, he challenged the current processes, and enabled others to act (Northouse, 2022). Eventually, he was released under different leadership in South Africa, and immediately got to work on making change happen. With the help of his followers around the globe, pressure continued to be applied to the current government. Through strained negotiations, Mandela and the SA president finally achieved true democracy, and blacks were able to vote. Africa rejoiced; as did the world.

He approached the very government that threw him into jail with forgiveness and sincerity. He did not want vengeance for the inequalities him and his followers faced for years… He wanted peace amongst all South Africans, and promoted a culture of togetherness, using sports as a gateway. He worked tirelessly, for years, to transform what was once a very rigid, separate community, to one of harmony and democracy, that provided equal rights to all races. During his time, he demonstrated high moral and ethical values and expressed sincere interest in his followers. Because of this, his followership trusted him wholeheartedly, as they knew he cared. His leadership allowed many of his followers to attribute to the cause, and act beyond their own self-interest. “Followers want to emulate transformational leaders because they learn to trust them and believe in the ideas for which they stand” (Northouse, 2022), which helped Mandela in his fight to end apartheid greatly, as well as continue on this newfound racial equality over the years.

Nelson Mandela transformed South Africa with his inspirational vision of change and equality. Followers flocked to his authenticity, perseverance, and dedication. Mandela crawled through the trenches with his followers, going to war with them, striking with them, protesting with them. He sought out freedom, respect, and equality for those same followers, and by doing so, gained their trust and everlasting support. Not only theirs, but people all over the world recognized their fight, and supported their cause. Through his vision of peace, inspirational rhetoric skills, and moral conviction, Nelson Mandela became one of the most notable transformational leaders there ever was.

 

References

A&E Networks Television. (2014, April 2). Nelson Mandela. Biography.com. Retrieved April 3, 2022, from https://www.biography.com/political-figure/nelson-mandela

Northouse, P. G. (2022). Leadership: Theory and practice. Sage publications.

South African History Online. (n.d.). A history of apartheid in South Africa. Retrieved April 3, 2022, from https://www.sahistory.org.za/article/history-apartheid-south-africa

Power and influence are words that people tend to think goes hand-in-hand. However, they are not exactly the same, are they? You may not be able to have one without the other, however, you can have much more of one than the other. Which brings up an interesting question: Which one is more important and works better in the theme of leadership?

The word “power” is almost always used to describe individuals who are strong, rigorous, mighty, and capable. This isn’t necessarily true. Sometimes, leaders are not people we would like to idolize—we can think of several dictators who might be considered powerful, like Adolf Hitler or Benito Mussolini. These leaders may have appeared strong and mighty on the outside, but when we really look at these individuals, they were filled with weakness and stultification. They used their power and influence for selfish reasons, and the way they garnered power was not long-lasting, ultimately causing their downfall and demise. Our leaders in today’s world can take a note from their downfall, without trying to suggest extremities of course. Putting energy into the right things in important when in leadership, and in this case, one’s influence is more important than one’s power. “The powerful are not necessarily harder working, more intelligent, or more admirable than the rest, but rather the exact opposite is often the case. It is proposed that genuine power and influence reverses the power paradigm, where the leader focuses primarily on the vision ahead more than on self, and partners with and enables others to reach shared goals” (Drew, 2010).

 

Influence can be given and spread ten-fold and it only grows. However, if power is given away, it is then reduced. If you give half of your duties away to someone else, that person then becomes powerful, too, yet you become less so. Influence is different in this way. It is also changing how other’s perceive things, rather than forcing a change upon them. “With power leadership, you can influence how others act, but it won’t necessarily change what people believe and how committed they are” (Sonalsart, 2021). Influence comes out of place of genuine and sincere skills. Perhaps, people admire your experience and expertise in a subject, so they trust your take on anything regarding it. This is something we like to call, “expert power.” Perhaps, people have come to know and understand an individual to be reliable, capable, strong, sturdy, trustworthy—so they come to respect that individual, thus giving them the power to influence them. This is what we call, “referent power,” and it is only given to the leader by the people they’ve sincerely influenced. It has be realized, “…that effective leadership is not founded on coercion, or indeed surveillance, but on the credibility of the leader to engage the willing involvement of others” (Drew, 2010). Influence leaders lead without these negatively connotated words, and are generally more likable due to this. Those who lead in this way seek to understand their followers, and put energy into improving and developing these individuals, reaping the rewards of a strong fellowship after strengthening their team. Those who lead with only power, or those who “control others through the fear of punishment or the loss of valued outcomes” (PSU WC, 2022) have what is called, “coercive power.”

Forcing power upon a followership can instill fear and create a culture that does not strive towards their goals as well they could with encouragement and feedback. This is why power leadership fails many of times. Power leadership does not encourage feedback and problem solving, leading to a lack of motivation and productivity. This type of leadership can also have too much of a focus on the possibility of failure, and punishment for failing as a follower is ever-looming. However, with an influencer, failure is a given—it is how one responds to failure that is important! Punishment is not a given in these environments, but a reworked plan and improved action is. These leaders do not act as privileged rulers, but as someone who their followers can turn to for advice and direction. Power leaders are ones who might simply bark out orders.

Although this may give the word “power” a negative connotation, it is all about how power is used. “Leaders can use power to benefit others or to constrain them, to serve the organization’s goals or to undermine them” (Granite State College). This is only to say that the way we use our power and influence is most important. It can be used is harmful, selfish ways, but this can only result in eventual failure. Using power and influence to serve rather than to gain will still benefit one greatly. Giving to and supporting others leaves the most positive, successful impact, and creates a culture of motivation, productivity, and ultimate success. Perhaps, being a knowledgeable, kind, and inspirational leader is most important. “This reminds us, at base, that the ability to reflect on one’s actions is a most vital leadership capability” (Drew, 2010).

There are many ways to be powerful in this world. However, it is believed that those who lead with knowledge and full commitment to their followership are the ones who truly have the most power and influence. Their communication, honesty, ability to admit failure and learn from errors, and supportive ways are what brings them success and power. Those who are not willing to communicate openly and learn from failures are those who often fail eventually themselves—even if they held power for some time. We have seen this with many world leaders, corporate CEOs, and even small group leaders. Using influence to lead others gives consistency and fortifies a solid, common goal for the group influenced. This is why using influential power is so effective, and more important than power alone.

 

References

Drew, G. M. (2010). Enabling or “real” power and influence in leadership. Journal of Leadership Studies (Hoboken, N.J.), 4(1), 47-58. https://doi.org/10.1002/jls.20154

Graduate Studies, G. S. C. (n.d.). Power and influence. Cultivating Your Leadership Capabilities. Retrieved March 20, 2022, from https://granite.pressbooks.pub/ld820/chapter/4/

Pennsylvania State University World Campus (2022). PSYCH 485 Lesson 7: Power and Influence: Introduction to Power and Influence. Retrieved from https://psu.instructure.com/courses/2177519/modules/items/33991730

Sonalsart. (2021, November 13). What is the power and influence theory of leadership? sonalsartcom. Retrieved March 20, 2022, from https://sonalsart.com/what-is-the-power-and-influence-theory-of-leadership/

Everyone is at a different point of personal development in their lives, as well as their careers. This doesn’t make one person better than another, it just changes the type of development they need. One person may have been in their position for a long time, having extensive knowledge and skills to match their experience. Another person may have just started a new venture in life, and although motivated and excited, they’re going to need a lot of guidance! There is even that in-between spot, where they’ve spent some time, but not enough time to be the expert. It is up to the leader to determine what level their associate is at, to give them the proper type of support they need.

Being a leader is never easy– one has to be flexible, and able to change their leadership style according to the needs of their followers. Each follower poses a different “situation,” and the leader has to respond based on the qualities of that situation. “From this perspective, effective leadership requires that people adapt their style to the demands of different situations” (Northouse, 2021, p. 109), which is that of their associate’s skill and competency level. It is important to note that this may not be as simple as assessing one from afar, and that qualities such as age have no effect. One can start a new venture at any time in their life, after all! One has to really assess by getting to their worker personally, seeing their skills in action, and evaluating how motivated they are to achieve their goal (Northouse, 2021, p.109). A worker can be very skilled, yet unmotivated, which means they might require more direction, just like someone who is newly in the position. It is not so simple to say that a person who is very skilled does not need any directive! This is why the assessment part of the situational approach should be an in-depth one, and not a guess or assumption.

There are four styles of situational leadership that were developed by Blanchard and Hersey. They utilize two types of behavior, “Directive behaviors clarify, often with one-way communication, what is to be done, how it is to be done, and who is responsible for doing it. Supportive behaviors help individuals and group members feel comfortable about themselves, their coworkers, and the situation” (Northouse, 2021, p. 110). First, we have the “Directing” style, which may be used when dealing with someone new to their position. This style is very much directing and telling a person exactly what to do. The hope is that once the behaviors are learned, then it is time to move into the “Coaching” style. This is where one knows what to do and how to do it, but they are still developing. They still need your support and encouragement, and cannot yet lead others, but may be on their way there. Teaching them the ways of your organization is important in these levels, and the goal of creating commitment and devotion to the job and organization should be at the forefront of your directives. “Why does someone who has a higher skill level need more support?” you might ask. Think back to the last time you started something new. You were probably feeling excitement and readiness to start learning and getting better at that thing… but this is a fleeting feeling, most times. As things get more serious and long-term, excitement begins to fade, however, commitment needs to replace that feeling. “They have started to learn a job, but they also have lost some of their initial confidence about the job” (Northouse, 2021, p. 112), so it is up to you to help build that confidence and drive them to be the best they can be!

More seasoned, experienced associates will have the next styles applied to them. This is where the fundamentals are not the focus any longer, but their development of their skills and behaviors are. Our third style is called, “Supporting.” Those who may need this style have developed their skills and can do the job but are simply unsure if they can do it without your support (Northouse, 2021, p. 112). An example of this may be watching their behaviors and adjusting them if you notice something isn’t being done to the highest standard. Perhaps, the more complex tasks of the job may require adjustments or assistance still for these more experienced followers. Finally, we have the last style, “Delegating.” These associates know what they’re doing and are committed to getting it done. They can even help and train other, lower-level associates, assisting you along the way. They are skilled, motivated, and confident they can get the job done. This does not necessarily mean you stop paying them any attention– you give them challenging tasks to keep them excited, and some praise and thanks to keep them motivated!

Leaders must have the insight to know what their followers need from them. A follower who isn’t receiving enough support can begin to feel unmotivated towards the goal. Being a leader is often about problem solving, and one could approach this leadership style in this way. Every person is different, a different situation, that needs a solution. The solution varies for each individual, so time must be spent with them to figure out exactly what it is they need. An individual also might not appreciate if you give them support they don’t need. A person who is highly competent may not like being treated as if they are not skilled or might feel like your support is better put elsewhere. On the flip side of this, you cannot assume an unskilled person will learn without proper support and directive, and this type of individual will not appreciate feeling ignored, or assumed to have “got it covered.” This is, again, why identifying what stage each associate is at is important.

When a leader spends time coaching, training, and developing in this manner, they build trust with their team. A team that trusts you is a team that will work hard for you and be committed to the goal. Recognize the individuals that follow you, and they will respond with appreciation. When you are dedicated to them, they become dedicated to you… the situational leadership style can help you reach your goals!

References

Northouse, P.G. (2021).  Leadership: Theory and Practice. 9th Edition. Los Angeles: Sage Publications, (109-120).

Pennsylvania State University World Campus (2022). PSYCH 485 Lesson 5: Style and situational approaches. Retrieved from https://psu.instructure.com/courses/2177519/modules/items/33991684

Situational leadership. Cloudflight. (2020, September 30). Retrieved February 19, 2022, from https://www.cloudflight.io/the-catalysts-way/situational-leadership-1653/

Think back to a leader who developed you the most. What was it that they did and said that reached your heart and mind? When I look back on my own leaders, the ones that motivated me to be my best self the most were the ones that understood me the most. They took the time to create a relationship with me and foster a shared goal. There are many types of leaders in our working world today, and most leadership starts from the top, and trickles its way down.  However, the psychodynamic approach is one that works from the bottom up. It starts with the team members themselves and builds upon that.

         There is a sensitive relationship between the leader and their followers. A team is a complex system of which the individuals are very different from each other. For this system to work efficiently, the leader must be cognizant of this fact. The psychodynamic approach does just that, as it, “posits that leaders are more effective when they have insight into their own psychological makeup. Similarly, leaders are more effective when they understand the psychological makeup of their subordinates” (PSU, W.C., L.1).  Understanding your team members well helps one handle conflict and adapt your behavior to fit the person at hand. Each of your followers has their own independent goals, personal ideas, concerns, and of course, their own needs. “Leadership involves harnessing and leveraging the different and complex forces and dynamics at play in organizational functioning” (Kets de Vries, 2014). A leader who uses the psychodynamic leadership theory understands this, and even utilizes it to create a shared goal.

The leaders who had developed me most looked at me as a young girl full of potential. Many leaders I’ve experienced were repetitious, telling me about the needs of the company, where we had to be at in sales, or other goals. This didn’t inspire me, honestly. It was my leader, who gave me personal goals, explicit and honest feedback, and challenges that inspired me. I ended up wanting to make them proud and show them that I could do what they believed I could do. Someone believed in me, and knew me, as a person, instead of as just an employee. They used my strengths and bolstered my confidence by working with me on any weakness. By putting all this work into the individual, they created a hard worker who wanted to make sales and hit company goals. Looking back, I could see my leaders doing this with each one of their associates. It was the most efficient team I had ever been a part of.  “The idea that successful leaders do not shape their identities, but rather allow themselves to be shaped by aspects of the culture” (Smitson, 1990), is what those leaders did… they allowed their followership to shape the environment and culture of the team. Everyone ended up working on themselves individually, yet towards the same goal as a team as well.

In essence, a psychodynamic leadership style is as much about the followership as it is about the leadership, if it is not more. “The leader-follower definition…calls for followers to redefine themselves and empower the role of followership by developing a collaborative relationship with the leader” (Smitson, 1999). By building up each individual on the team, psychodynamic leaders create a culture where growth, performance, and efficiency is the focal point. Each person will want to be the best they can be. Utilizing this approach, “…will in turn create a culture of mutual support and trust, reduce team stress and conflict, and make for more creative problem solving. Thus by using the psychodynamic approach, paying attention to the underlying drivers of interpersonal, group, and organizational cultural dynamics, individuals, teams, and organizations will benefit greatly” (Kets de Vries & Cheak, 2014).

 

References

Kets de Vries, M. (2014, August 20). First know yourself, then your team. Forbes. Retrieved January 31, 2022, from https://www.forbes.com/sites/insead/2014/08/19/first-know-yourself-then-your-team/?sh=6fae85a05144

Kets de Vries, M. F. R., & Cheak, A. (2014, June 21). Psychodynamic approach. SSRN. Retrieved January 31, 2022, from https://papers.ssrn.com/sol3/papers.cfm?abstract_id=245659

Pennsylvania State University World Campus (2022). PSYCH 485 Lesson 1: Introduction to Leadeership. Retrieved from https://psu.instructure.com/courses/2177519/modules/items/33991641

Smitson, W. S. (1999). The psychodynamics of leadership. The Journal of Psychotherapy Practice and Research. Retrieved January 31, 2022, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3330554/