lesson 3

‘We like the teamwork idea, but Billy won’t let us play with his ball.’

I have been part of a leadership team for the past five years. It has been dysfunctional with poor communication. My feeling has been these colleagues are not to be trusted and I couldn’t find ways to relate to them. By my nature I am comfortable with conflict so my attempts to address issues were viewed as hostile and aggressive. Two years ago a new leader joined the organization. This new supervisor observed the team’s dysfunction and was attempting to correct the dynamic.

After a number of failed attempts at resolving it ourselves our team leaders decided to bring in outside facilitation. At the time I was unaware of the actual process or terminology but as I was reviewing the information the Psychodynamic Approach it became clear this is what we had experienced.

One of the first activities in the process was sharing about our by deep past experiences and how we felt those experiences impacted our current behaviors. This process was incredibly impactful to almost all of us. “When the link between present and distant past relationships is made meaningful, leaders are more likely to arrive at tipping points for change.” (Northouse, 2015, p. 309) I believe this moment helped us reach a tipping point. Through this process of connecting and raising our group knowledge of each other we engaged in breaking down the barriers between each other and softening our relationships. Mirvis (2008) stated that these moments “…a “consciousness-raising” experience that cultivates participants’ self-awareness, deepens their understanding of others, and helps them to relate to society.” (as cited in Northouse, 2015, p. 309)

Our leadership team now functions at a higher level with much more cohesion. The only team member who didn’t participate fully in the process has now left the team while the rest of the team has thrived. It’s been a great learning experience.

Northouse, Peter G. (2015). Leadership. Thousand Oaks, CA: Sage Publications.

Are the best leaders those who know themselves well and also recognize others? The psychodynamic approach was founded by Sigmund Freud (1938). It emphasized the influence of the unconscious mind on behavior. This strategy is “heavily influenced by clinical psychology and Freud’s original work” (PSU, L3, P1).

The responses to this approach are not conscious but appear deeply rooted to emotions. More specifically, the way we lead is said to be attributable to what we learn from family members while growing up. These learned behaviors are what make up one’s “personality types” and affect how we lead and respond toward our leaders (PSU, L3, P3). From the moment we are born, we are each being lead – we continue to be lead, one way or another, as adults.

The psychodynamic approach is said to have fallen out of favor in the modern study of leadership. This is attributable to most of the initial research being based on observation of people who were treated for severe mental difficulties in a clinical study. There was no research into the adult ego even though we now know that the adult ego is responsible for the mature and efficient ways of interacting with people. This was not a considerable factor during the research and can therefore lead to speculation.

The test that was used in conjunction with the psychodynamic approach, Myers-Briggs Type Indicator (MBTI), was unreliable since developers Katherine Cook Briggs and Isabel Briggs Myers were not professional test developers – this lead to invalidity and complicated results. Testing that was associated with this early research did not assess the subjects’ ego state – as such, no accurate standardization exists. “Each person is directed to try to identify her or his ego state from the description of them in literature or in workshops” (Northouse, 2013). This is very limiting in regards to accurately diagnosing a person’s psyche. This method was further limited in what it focused on – primarily on the leader which does not contribute to the other factors such as organizational hierarchies. If the method is limited to just the leader, there will certainly be room for errors.

For example, a team could easily disconnect from an ego driven leader who is more of a dictator that imposes rather than a collaborator who encourages followers to express their thoughts. This approach can decrease morale and force followers to second guess themselves – in fear of failing or being attacked by the leader. The followers can keep their heads down and be good workers who get it all done; it may, however, affect their performance or mental and emotional frame of mind. This type of leadership approach can cause retention and stress, among other feelings. Leaders who possess this trait are considered “warrior” archetypes because of how they “impose their will on to others.” (PSU, L3, P8)

It is a good thing that this approach is not favorable in today’s society. More positive outcomes can be realized from additional research in regards to people’s mental state. Supplementary research into the actual practice of this approach needs to continue to be explored. This methodology should lend itself to training in order for an individual to adjust their personality style. It is seemingly a good practice for leaders and followers to work together to gain a better understanding of their unique personalities; adapting to them can make for a more successful relationship.

The psychodynamic approach examines a person’s character (Northouse, 2013). It tells people the way things are as opposed to what they should (or we want them to) be. If leaders take the time to recognize who they are, who their followers are and, how it all came to be that way, they could be more efficient and effective in their approach.

Sources:

Web source:
http://www.personal.psu.edu/bfr3/blogs/leader/2013/05/psychodynamic-approach-to-…

MLA: “Psychodynamic Approach to Leadership in Work Settings …” Insert Name of Site in Italics. N.p., n.d. Web. 11 Sept. 2013

<http://www.personal.psu.edu/bfr3/blogs/leader/2013/05/psychodynamic-approach-to-
leadership-in-work-settings.html>.

http://s4.hubimg.com/u/6582711_f260.jpg

Northouse, P. G. (2013). Leadership: Theory and Practice Sixth Edition. Thousand Oaks: Sage Publications.

Pennsylvania State World Campus (2013). PSYCH 485 Lesson 3: Psychodynamic Approach. Retrieved on September 11, 2013 from

https://courses.worldcampus.psu.edu/fa13/psych485/001/content/03_lesson/printlesson.html