Research Korner: Effective Leadership

Psychoanalytic Theory

Critically assess the contribution that psychoanalytic ideas can make to understanding leadership               The science of psychology deals with the mind and the study of behavior in relation to the physical and social environment. Psychology has drawn attention to the importance of behavior as a clue to mind, but inferences from behavior about consciousness were part of expected interpretations of experimental studies. In the context of organizations, a prospective personnel manager needs psychology to understand the problems in personnel selection, placement, morale, motivation, grievances, accidents, tardiness, absenteeism, training, counseling, and other operative functions of personnel management and labor relations. Psychology has contributed much to the science of leadership within the field of organizations.             Leadership within organizations is no easy task. The practice of leadership has been, is, and will be, a continuing fascination for both leaders and academics alike. The corporate world of leaders has been explored as embedded in complex notions of principals and agents, demonstrating that leaders are substantially limited by context and are caught in a conflict of being expected to work with one united goal model in a context of multiple goals. However, admitting the world of values and beliefs requires a broadening of the aspect of leadership away from the functional to include attention to the connection of the societal, the organizational and the tasks and behaviors of leaders. A leader is not a leader in the truest sense if he has no follower, or if he is not within one society or organization. A leader has to take into consideration not only physical resources but human resources most importantly. Given the differences that are innate in people, it is a challenge to be able to lead them towards a common goal for the good of the company. If the various systems interacting within an industrial or business organization were operating perfectly, there would definitely not be any need for control or leadership. In an ideal organization where every employee, supervisor, and worker acts according to an ideal mode of behavior and conduct toward a perfectly coordinated endeavor, then rules are not necessary. However, this is usually never the case. In any organization, people that compose it are born with different traits and behaviors, are immersed in different cultures, have diverse characters, interests and attitudes. One cannot expect an ideal mode of behavior and conduct from a group of people coming from diverse backgrounds. Thus, the need for rules as well as effective leadership is necessary. Also, certain standards or norms of conduct must be established and some form of control instituted in order to preserve order and harmony in the organization.  (1992) said that human beings are open social systems, and thus differentiate themselves from inanimate systems in two ways. First and foremost, human beings are considered the basic building block within organization. This goes to say that organizations are social systems and not machine or biological systems. Second, human organizations are very complex, in fact far more complex than any other types of systems that exist (1992).             Unless one knows almost exactly how an individual will behave, act or react under a certain situation, there will be chaos in an organization. This is the reason why organizations have rules, regulations, and policies for the human resource to follow. Otherwise, harmony and success in the field of the organization cannot take place effectively. The rules, regulations, and policies in the workplace are necessary because in most cases the employee’s orientation in the home may be varied and their behavior may not conform with an organization’s expectations. Furthermore, employees or managers may not always play their roles in the same way at all times. But the successful management of the organizational setting may be largely attributed to the leader’s ability to maintain order and discipline. Aspects of leadership and the behavior of groups therefore need to be understood from the perspective of psychology and psychoanalysis. Everyone knows that an effective leadership from the top requires more than just an education. It needs the leader to adapt and acquire new strategies and skills to be able to cope with the complexity of organizations and the changes that come and go.             Personality and effective leadership are two things related to each other. A leader has to have certain psychological traits or personality in order for him or her to become effective. There are past empirical researches that focused on the determinants of leadership effectiveness, more specifically on discrete personality traits or behaviors of a leader (1997). Truly, in order for executive leadership to be effective, it all depends on the ability of the leader to enact in an adaptive manner to the dynamic, emergent and thoroughly complex situations within any organization (1990). In effect, this certain ability requires the leader to be ready to always develop new knowledge and skills for coping with the organization’s complexities and changes.             Leaders who exhibit the capacity to see, tolerate, and understand difficult and complex patterns of stimulation are more likely than those who do not to find solutions to conflicts in the workplace arising from the differences between their own behavior and personal goals or beliefs and those of the groups they lead. As previously mentioned, it is only normal for an organization to have people with very diverse backgrounds to work for them. A leader cannot expect his or her followers to have the same behavior, traits or beliefs as he or she has. If the leader accepts this discrepancy as it is, then he or she is more likely to be able to come up and provide solutions to whatever dispute may arise in the organization. This kind of openness must be hand in hand with the leader’s readiness to absorb and accept information from varied and diverse sources. This is only fitting so that it is not only individual and personal goals are considered by the leader but the group’s goals as well, creating integration. This process of the leader absorbing and synthesizing is a needed condition for developing creative solutions and the new behaviors that will transform a simple manager to become an effective leader ( 1997).             Organizations cannot expect their employees to leave their usual behavior at the door when they enter the environment at work. Status seeking behaviors, gossip, dominance, and harassment are all too normal in organizations and thus create conflict, intimidation, and jealousy among employees in the work environment. It is impossible for these behaviors to be completely eliminated. However, they can be understood and considered when organizations create policies.  (2000) suggests that, "when considering one's position in an organization, it is advantageous to be socially intelligent, which can be thought of as being skilled at social networking, knowing whom to trust, and being able to form powerful relationships.”             It is understood that individuals need socialization. Since socialization aims at conformity, one form is through social pressure. Individuals act, behave, talk and think in practically the same way. Through socialization within the organization, the individual internalizes the mores and will obey them even when nobody is looking. This means that the employees have internalized the norms that are accepted in the organization. Internalization means making these norms like behavior and attitudes a part of one’s automatic thinking responses.             Once an employee strays or behaves contrary to accepted norms within a workplace, people begin to separate themselves from him. Gradually the employee would then realize that he is becoming alienated from his group. Since man naturally desires approval and acceptance, he learns to conform to the desires of his group or the entire organization rather than provoke chaos. People make real contact with one another in organizational life when they are self-aware of their own boundaries, the limitations they set on those boundaries, and are attentive to the boundaries of others. It is the awareness and attentiveness that is the essence of good contact between leaders and followers and ultimately provide a successful environment within organizations. Organizations do not need to abandon instrumental goals, productivity, or rationality to develop alternative modes of action just because of differences in behavior. Emphasizing work feelings calls for including what is currently ignored or marginalized in the life within organizations. Rationality is not an objective, immutable state. Rather it is socially constructed and cast as the dominant mode of organizing. Rationality and technical efficiency, however, should be embedded in a larger system of community and interrelatedness, such as in an organization. Perhaps organizations of the future, equipped with a capable leadership, could offer society a new alternative, one shaped by emotionally-connected creativity and mutual understanding as necessary elements for human growth (1993). A critical pre-requisite to instilling the desired organizational behaviors in everyday meetings within the workplace is an appreciation of awareness. Awareness involves more than just the perception of environment, and entails being conscious of, and understanding, the environment through the use of one’s senses. It this would mean that something has become figured out of the many sensations or events that go on together. The aim of awareness is to enlarge and enrich potentials in the background, so that what matters – what becomes figural – will stand out as fresh, clear and engaging (1987). Therefore an employee who demonstrates traits of responsibility and leadership takes in and processes the vast information related to the environment plus his/her own relationship with it. At the same time, he or she keeps in mind what is the key issue. Awareness alone is not enough; it requires feeding back into the system the fruits of such awareness, re-engaging with the environment and others, to articulate what is thought and felt in relation to oneself and others ( 2002). Thus, to create harmony within organizations, some form of compromise must exist between the organization and the individuals. Since the employees cannot completely leave their evolved behaviors at their own homes, then they must exhibit some form of control and at the same time take into consideration that they work as a group in an organization and thus their behavior as well as their goals within the organization must be a representative of the group. An individual cannot simply do and act as he pleases within the organization. He must be aware and responsible enough that his actions will mirror and affect the group and the organization as a whole. The leader, on the other hand, has the responsibility to see to it that there is integration of the goals of the employees and the company even with the presence of differences in behaviors and attitudes of the employees. The leader must not force upon his followers to accept his or her own beliefs and behavior for that would not do good for the organization and instead only would create more chaos and conflict.

Psychoanalytic Theory

Critically assess the contribution that psychoanalytic ideas can make to understanding leadership The science of psych...

Management of Organization: Effective Leadership Research Proposal

Management of Organization: Effective Leadership Research Proposal

Management of Organization: Effective Leadership Research Proposal The reseasrch proposal must be included the following: 1) Rationale of ...

Transparency as a Factor in Effective Leadership in Contemporary African Leaders :Survey Questionnaire

Transparency as a Factor in Effective Leadership in Contemporary African Leaders   Survey Questionnaire   Instructions: Please place a check mark on your preferred answer for all the items.       Strongly Disagree Disagree Agree Strongly Agree Political Transparency         1. Government leaders should embody the value of trustworthiness.         2. Government leaders should embody the value of honesty.         3. Government leaders should practice openness in their political affairs.         4. Government leaders should embody the value of responsibility.         5. Government leaders should embody the value of accountability to their constituents.         Legal Transparency         1. Laws providing for stakeholders’ access to relevant and accurate information are important in governance.         2. Laws on freedom of information are important to governance.         3. Laws providing remedies for the infringement of freedom of information are important in governance.         4. Laws prohibiting corruption in all its forms are important in governance.         5. Laws providing penalties for the different forms of corruption are important in governance.         Economic Transparency         1. Terms and conditions of contracts with private entities should be made accessible to the public.         2. Justifications for engaging in contracts with private entities should be made accessible to the public.         3. Terms and conditions of bilateral or multilateral contracts should be made accessible to the public.         4. Justification for engaging in contracts with international public entities should be made accessible to the public.         5. Information on economic policies and programs should be made accessible to stakeholders.         Fiscal Transparency         1. The annual budget of the government should be presented to the public.         2. Justifications for the annual budget should also be presented to the public.         3. Government officials have to make annual reports for their expenditures of their respective budget allocations.         4. Reports on expenditures of government officials should be made accessible to the public.         5.  Results of the annual audit should be presented to the public.         Information Transparency         1. Information on government affairs should be made available to stakeholders.         2. Channels of accessing information such as print, audio-visual, or online media should be improved.         3. The flow of updated information should be increased.         4. The scope of information accessible to stakeholders should be expanded.         5. The accuracy of information made accessible to stakeholders should be ensured.                 2. Advantages and Disadvantages of Transparency   Advantages of Transparency Disadvantages of Transparency 1. Directly observing the actions of government representatives makes it easier for the people to hold their leaders accountable. Direct observers can end up unduly complicating and meddling in political affairs. 2. Public deliberations can support the building of consensus on preferred policies. Involvement of the public in decision-making could complicate the decision-making process when individual interests are raised. 3. Public information facilitates the relationship building of the government with its constituents. Public information could have an opposite effect depending upon the type of information and the extent that information is perceived by the public. 4. Openness determines the actions of representative in favour of or against the popular opinion. Openness could also constrain representatives from fulfilling their duties especially when they stand against the popular opinion. 5. Public information could support the facilitation of radical decisions and reforms with representatives communicating their justifications for these decisions.   The accuracy of information presented to the public can suffer when representatives resort to misinformation to seek public acceptance of radical decisions. 6. Public deliberation enhances the quality of decision-making by facilitating consensus building. Publicity could also adversely affect the quality of decision-making when representatives are prevented from expressing true opinions. 7. Transparency could enhance the reputation of a government and its leaders. Transparency could also destroy the public reputation of a government and its leaders that could negatively affect a government’s following. 8. The benefits of transparency are achieved in forms of government inclined towards popular will.   Dependent on the form of government. 9. The advantages of transparency are achieved by government divisions organised in the context of balance of power to prevent abuse. Dependent on the balance of power. 10. Achieving the objectives of transparency occurs under political structures intended to build strong relationships between the government and its constituents. Dependent on the effectiveness of the political structure. 11. Transparency works when supported by legislations and justice system. Transparency involves costs. 12. Transparency can facilitate political reforms. Transparency is capable of being abused for personal or political gains.

Transparency as a Factor in Effective Leadership in Contemporary African Leaders :Survey Questionnaire

Transparency as a Factor in Effective Leadership in Contemporary African Leaders Survey Questionnaire Instructions: P...

SITUATIONAL FACTORS THAT ARE IMPORTANT FOR EFFECTIVE LEADERSHIP

SITUATIONAL FACTORS THAT ARE IMPORTANT FOR EFFECTIVE LEADERSHIP   Generally speaking, leadership is a way to influence as well as to help other person or people to accomplish a common task that may contribute to the common growth and development of any organization.  In the same manner, leadership is the process of successfully putting different individuals into one solid work force to integrate and utilize the available company’s resources within the organization for the common attainment of the company’s goals.  An effective leadership is based on the situational factors of any organization that would bring out the best of a person as well as his team members   even they are under any pressure situation.  A successful leadership can be totally measured through complete trust between the leader and the team members.   On the other hand, the person who acts as a leader of the group or organization must function effectively and efficiently that may align with the   mission, vision, and goals of the organization.  A good leader must have a good plan that would compliment to the infrastructural aspect and systems of the company that includes the technical, financial, interpersonal, compensatory and    other aspects that would assist on the communication and tasks execution, planning, organizing and managing the entire team or organization. (http://en.wikipedia.org/wiki/Leadership)  In addition to that, a good leader must come   up with the fair and reasonable maneuvering of his power and authority over the organization; control of power and position should not be aligned with his own personal interests, instead, it must always compliment to the interests of the majority of the team members as well as to the company. Additionally, there must be a fair recognition and compensation scheme or program for his employees; doing this may take effect significant changes and motivate employees to take initiatives and priorities towards their job responsibilities.  An effective leader should always show concern to the well being of the employees as well as to the well being of the entire organization.   By doing this,   the person may lead to further growth and development of the people, and to the great future of the company as well.  Furthermore, a good leader supposed to know how to delegate tasks properly and orderly to his subordinates that will coincide with the best performance of each employee.  This aspect requires him to have a quick and rational thinking ability to keep a cool disposition if difficult situation or certain issue arises.  According to Patrick J. Montana and Bruce H. Charnov, there are unique organizational powers that help a leader to control people; and become more effective in influencing his subordinates and peers.  They are legitimate power; this power is usually exercised by the President Vice President, Manager, Director, Supervisor, and others.  Second, the Reward Power, this is given to managers who hold administrative position.   The managers are the one who give rewards, increase in salary, or promotion   to the employees who are doing great jobs.  Third is the Coercive Power, this is the ability of the managers to punish employees who   are violating the rules and policies of the company. Third is the Expert Power, this is attained by the managers by showing his or her skills, knowledge, abilities and previous work experience.  Fourth is the Charisma Power, a manager must have a charisma to bring positive influence to his or her team members.  Fifth is the Referent Power, this power is gained by an association.  And the last one is the Information Power; this power refers to the person who has important information that is needed to successful operation of the organization.  (http://www.blurtit.com/q581537.html) Aside from that, a good leader must have a good sense of decision making as well as the knowledge on how to act with all modesty and humility despite having a good position in the company.    He should learn to accept his own mistakes and weaknesses, and supposed to learn to improve on those areas.  Being a good role model to others can easily motivate the team members or the employees to do the same positive action. At the same time, putting own self to his employees’ situation makes   his subordinates realize that   their leader has a genuine and sincere concern for their welfare and improvements. Foremost, a good leader should learn how to truly love his people unselfishly.  In times of trials and   difficult situations, a good leader should show deep sympathy and concern to each team member.  He must be able to make his people feel that he is always there to support them in every struggle they have. All these situational factors are just few reminders on how to become a good leader.  If a person can achieve all these essential aspects, that is the time that he could be considered an effective leader for his team.  Remember, the leader may not have a higher formal   authority;   as long as he produces appropriate traits , situational interaction abilities, functional skills, well mannered,  knows how to control power for the sake of majority, has also the vision and values that would certainly   lead to positive  changes,  at the same time a person must have a true charisma and intelligence to   influence other people.  (http://www.blurtit.com/q581537.html) References: (http://en.wikipedia.org/wiki/Leadership) (http://www.blurtit.com/q581537.html) (http://www.blurtit.com/q581537.html)

SITUATIONAL FACTORS THAT ARE IMPORTANT FOR EFFECTIVE LEADERSHIP

SITUATIONAL FACTORS THAT ARE IMPORTANT FOR EFFECTIVE LEADERSHIP Generally speaking, leadership is a way to influence as well as to...

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