Psychodynamic Approach Chapter 13

Eric Berne and Transactional Analysis People have three ego states: parent, adult, child Parent: acting like a parent and telling others what they should do, to either nurture or control them. Child: acting like either a rebellious or obedient child (reacting to a parent) Adult: acting responsibly and treating others as adults. Key point: people shift in & out of the 3 ego states Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Eric Berne and Transactional Analysis For a leader-follower dyad, there are a number of possible crossed transactions Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Personality traits Tendencies of thinking, feeling, & acting Influenced by the environment (including other people), genetics, and free-will. People may be described by a set of characteristics or traits Quiet, intellectual, & organized Talkative, down to earth, & spontaneous Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Carl Jung & Personality Types (Myers-Briggs) Four dimensions important in assessing personality: Where a person derives his/her energy – Internally (I) or externally (E) Preferred way of gathering information – Sequentially through the 5 senses (S) or more intuitively & intellectually (N) Criteria for making decisions – Rationally & factually (T) or in a subjective, relational way (F) Preference for making judgments Makes decisions and judgments easily (J) or prefers waiting as long as possible before deciding (P) Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Carl Jung & Personality Types Classification of Types: Extraversion (E) versus Introversion (I): if person prefers to derive energy externally or internally. Sensing (S) versus iNtuitive (N): if person prefers to gather information through observation or insight. Thinking (T) versus Feeling (F): if person prefers to make decisions rationally or subjectively. Judging (J) versus Perceiving (P): if person prefers to live in an organized or spontaneous way. Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Carl Jung & Personality Types: 16 combinations

Carl Jung & Personality Types Extraversion and Introversion Extraversion (E) is a preference for obtaining information, inspiration, and energy from outside the self Talk a great deal Desire contact with others An introvert (I) uses her/his own ideas and thoughts & doesn’t need external stimulation Listen not talk Constant contact with others is draining Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Carl Jung & Personality Types Sensing and Intuition Sensors (S) collect data through their senses; thinking revolves around facts & practical matters detail oriented, happy to deal with “real world” focus on what they can see, hear, touch, smell, and taste Intuitives (N) tend to be much more conceptual and theoretical Common everyday experience bores them Prefer to be creative, apply ingenuity to a problem Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Carl Jung & Personality Types Thinking and Feeling Thinkers (T) use logic, strive for objectivity, and are analytical Often seem detached, uninvolved with people Prefer guiding actions on basis of possible results Feelers (F) tend to be more subjective, seek harmony with others, take into account the feelings of people Are more involved with others at work or elsewhere Seen as considerate and humane Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Carl Jung & Personality Types Judging and Perceiving Judgers (J) prefer structure, plans, schedule, and resolution decisive and deliberate; quite sure of their way of doing things Perceivers (P) tend to be much more flexible, adaptable, tentative, and open ended are spontaneous change their minds and decisions without difficulty; may wait until deadline before deciding Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Personality Types and Leadership Uncommunicative Difficult to read Unimaginative Little concern for big picture Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Sixteen Types and Leadership Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Primary benefit: raising the awareness of leaders and followers to: Personality Types How does it work? Primary benefit: raising the awareness of leaders and followers to: their own personality types the implications of personality types in their work & relationships: team building Assessments for Personality types MBTI (Myers-Briggs Tem or similar method or questionnaires (http://www.humanmetrics.com/cgi-win/JTypes2.asp) Informal or self-assessment might be just as accurate. Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Strengths of Personality Types Finds strengths in every personality type. Helps people to see that others can be different, yet normal. Helps people know what to expect form others. ENTJs may be overwhelming. ISTJs may be rigid. INFPs may be highly idealistic. Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.

Criticisms of Personality Types Tests have reliability or validity problems Personality traits aren’t distributed in distinct groups (types); they are distributed normally (bell-curve). The system is pretty useless for research Much esoteric non-sense exists in the original theory Type dynamics Dominant or auxiliary functions Typology is generally more appreciated by Ns than Ss, and by Fs rather than Ts. Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.