Leadership

in the
Classroom
Caveats
 Simplifications for easy, everyday use
 Use tentatively
 Do not put people into boxes
 Although when stressed they climb into
them!
Styles and their impact
 Personal styles – how we interact

 Recognition styles – motivation

 Working styles – what is important

 Leadership styles – how to lead

Personal Styles –
like wavelengths
Natural Child
Adapted Child
Nurturing Parent
Controlling Parent
Functional Adult
Controlling Parent firm
Nurturing Parent encouraging
Functional Adult problem solving
Adapted Child courteous
Natural Child friendly
Motivation styles
 We all need ‘strokes’ = human
recognition
 Biological necessity v solitary
confinement
 Visual, auditory and touch
 Positive or negative, and for doing or
being
Motivation patterns
 Children learn to get negatives; pattern
repeats at work

 Individual preferences – work, person,

play, not too many

 Organisations develop stroking cultures

Positive Strokes
 lifeand growth encouraging
 inviting the recipient to feel okay about
themselves and others
Negative Strokes
 lifeand growth discouraging
 inviting the recipient to feel not-okay about self
and/or others
Leadership
Styles
AP 3
active

people alone

passive
 3
AP Appearance
active
bright colours business-like
jewellery neat and tidy

people alone
unusual not interested
idiosyncratic in appearance

passive
AP3 Channels of Communication
active
Nurturing Parent- Functional Adult-
Natural Child Functional Adult

people alone
Natural Child- Controlling Parent-
Natural Child Adapted Child
passive
 3
AP Doors to Contact
active
1. Feeling 1. Thinking
2. Thinking 2. Feeling
3. Behaviour 3. Behaviour
people alone
1. Behaviour 1. Behaviour
2. Feeling 2. Thinking
3. Thinking 3. Feeling
passive
AP3- The Third Dimension
active
patience

people alone

acceleration
passive
Working Styles
 Our strengths
 That become weaknesses when
overdone
 That become ‘drivers’ under stress

Kahler, Taibi (1975) Drivers: The

Key to the Process of Scripts
Transactional Analysis Journal
5:3 280-284
Hurry Up
Be Perfect
Please People
Try Hard
Be Strong
 Hurry Up - productive – but mistakes

 Be Perfect - accurate – but slow

 Please People – pleasant – but too nice

 Try Hard – enthusiastic – but butterfly

 Be Strong – calm – but cold

 3
AP Working Styles
active
Please People Be Perfect

people alone
Try Hard Be Strong
Hurry Up
passive
 3
AP Concerns
active
person performance

people alone
play politeness

productivity
passive
 3
AP Management Styles
active
caring consulting

people alone
connecting controlling
concisely
passive
References
Hay, Julie (2009) Transactional
Analysis for Trainers 2nd edition
Hertford: Sherwood Publishing

Kahler, Taibi (1975) Drivers: The

Key to the Process of Scripts
Transactional Analysis Journal 5:3
280-284

Ware, Paul (1983) Personality

Adaptations (Doors to Therapy)
Transactional Analysis Journal 13:1
11-19
 julie@juliehay.org
 www.psychologicalintelligence.com
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awards.html - TA Proficiency Awards