The Psychology of Leadership

and Management

TAWANDA CHISIRI
Foundations of Leadership

 What makes someone a good leader?

 Leadership is one of the most important parts of an organization, as it deals

with the human motivation component of an organization.

 Modern leadership theories are deeply rooted in the principles of

psychology.
 Early psychologists

Wilhelm Wundt E.B. Titchener William James

Early Theories of Psychology and Leadership

 The earliest theories of leadership developed from the early schools of

thought in psychology.

 From the works of early theorists such as Wundt, Titchener, and James, the
field of psychology was established as its own science.

 Perhaps the greatest influence that the early theories of psychology had
upon leadership is that it established the field of psychology for others
psychologists to expand upon.
 Behaviorism

B.F. Skinner Edward Thorndike

John B. Watson Ivan Pavlov

 Behaviorism

 Believed that psychology should be seen as a science, and therefore studied in a scientific
manner.

 According to behaviorists, all behavior is learned from the environment. Humans learn from
conditioning.

 Approach to psychology that focuses the attention of the theory in human behavior.

 Behavior is the direct result of a stimuli, and all behavior can be modified.

 Through the use of reinforcement, a desirable behavior can be obtained

Behaviorism and Leadership

 Perhaps the most prevalent leadership style is based upon behaviorist

principles.

 Through the use of rewards and punishments, behaviors can be modified

and motivation can be improved.

 Employers reward employees for positive behavior, and punish employees

for negative behaviors.
Psychodynamic Approach to
Leadership

Carl Jung

Sigmund Freud Erik Erikson

Psychodynamics

 Systematic study of the underlying psychological forces that influence

human behavior, feelings and emotions.
 Behavior and feelings are affected by various unconscious motives
 All behavior has a cause, therefore all behavior is determined
 The personality is shaped through the various stages of drives, and are
modified due to different conflicts within the stages.
 The mind is made up of three components, the id, ego, and superego.
The components of the mind

 The id is the part of the mind that is

responsible for the instinctual drives
and impulses
 The ego is the component of the mind
that attempts to satisfy the needs of
the id.
 The super-ego is the moral guide for the
other components
Psychodynamic Leadership

 The theory of psychodynamics has had a great influence on the field of

leadership.

 Led to the development of the psychodynamic leadership approach.

 Leadership theory focuses on unconscious feelings and past experiences

Psychodynamic Leadership, ctd.

 One major concept of the psychodynamic approach is that the leader

must first understand their psychological make-up

 Leader must also understand the psychological make-up of the

subordinate members of the organization.

 Encourages the work group to develop a better psychological insight in

order to understand the reactions of the leaders and other members of
the organization.
Humanistic Psychology

Abraham Maslow Carl Rogers

Humanistic Psychology

 Based on the study of the human as a whole.

 Developed in response to the shortcomings of the early theories of

psychology, behaviorism, and psychodynamics.

 Focus of psychology not based upon behavior, the unconscious, or

thinking.

 Rejected the notions of the scientific approach as well as the comparative

approach.
Humanistic Psychology

 Focuses on the potential of the human.

 Believes that humans are innately good.

 Humans have the need to make themselves and the world around them a
better place.

 Maslow developed a “hierarchy of needs” which he believed describes

human behavior
Maslow’s Hierarchy of Needs

According to Maslow, the needs of the

lower levels must be met before a person
can move to the next level.

Humans rarely achieve the final level or

self-actualization, due to a disruption of a
lower level need.
Humanistic Leadership

 Based on the theories of humanism, the humanistic leadership approach

focuses on the psychological well-being of the employees within the
organization.

 If the psychological and physiological needs of an employee are not met,

the employee will not be properly motivated.

 The most popular humanistic leadership approach has been coined

authentic management, and is increasing in popularity.
Authentic Leadership

 Authentic leadership is a style of humanistic leadership that focuses its

attention of the authenticity of the leader within the organization.
 Authentic leader must be true to themselves, and must have insight into
their own psychological makeup as well as their limitations.
 The authentic leader must have integrity, and have empathy and respect
for other members of the organization.
 Authentic leadership motivates individuals by ensuring that their basic
psychological needs are satisfied.
Cognitive Psychology

Jean Piaget Edward Tolman

Cognitive Psychology

 Cognitive psychology focuses on the mental processes such as attention,

perception, thinking, problem solving, among other processes.

 Primarily uses scientific approaches to study cognitive processes, and all

research is conducted in a laboratory setting.

 Often compares the processes of the mind to how a computer processes

information.
Cognitive Resource Leadership

 According to the CRL theory, intelligence is the most important factor in

leadership.

 Stress is inevitable, a more capable leader has the ability to handle the
stress and still effectively lead.

 Encourages the use of intelligence testing and stress tests in order to place
the most qualified leaders into leadership roles.

 Militaries around the world, including the United States, use this type of
approach to leadership training.
Leadership

 There is no correct theory to leading people. Many of the greatest leaders

in the history of mankind used different approaches to lead. Many leaders
also take parts of each theory of leadership, and apply them to better
motivate others to achieve a common goal. As the field of psychology
continues to evolve, so too will the various leadership theories.
The Psychology of Leadership
Leadership Through
Personality Awareness

UNDERSTAND YOURSELF & OTHERS TO DEVELOP

INTERPERSONAL SKILLS
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PERSONALITY DEFINED

 Personality can be defined as physical, mental, emotional and spiritual

make of a person.
 Every person has a unique blend of different characteristics, hence, each
one of us has a unique personality.
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TYPES OF PERSONALITIES

 According to Florence Littauer there are four Personality types:

1. Popular Sanguine
2. Powerful Choleric
3. Perfect Melancholy
4. Peaceful Phlegmatic
POPULAR SANGUINE: 27

The Extrovert; The Talker; The Optimist

 Popular Sanguine’s Emotions:

1. Appealing Personality
2. Talkative, Storyteller
3. Life of the party
4. Good sense of humour
5. Memory of Colour
6. Physically holds on to listener
7. Emotional and demonstrative
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 Popular Sanguine’s Emotions: (cont.)

8. Enthusiastic and expressive

9. Cheerful and bubbling
10. Over curious
11. Good on stage
12. Wide eyed and innocent
13. Sincere at heart
14. Always a child
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Popular Sanguine at Work

1. Volunteers for jobs

2. Thinks up new activities
3. Looks great on the surface
4. Creative and colourful
5. Has energy and enthusiasm
6. Starts in a flashy manner
7. Inspires others to join
8. Charms others to work
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Popular Sanguine as a Friend

1. Makes friend easily

2. Loves people
3. Thrives on compliments
4. Seems exciting
5. Envied by others
6. Does not hold grudges
7. Apologizes quickly
8. Likes spontaneous activities
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Problems with Popular Sanguine

 POPULAR SANGUINE TALK TOO MUCH

Talk half as much as before

Watch for sign of boredom
Condense your comments
Stop exaggerating
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 POPULAR SANGUINES HAVE UNCULTIVATED

MEMORIES
Pay attention to names
Write things down
Do not forget children/friends/things

 REMEMBER
“ Even though you can rationalize why you have a bad memory, no
one wants to hear about it.”
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 POPULAR SANGUINE INTERRUP AND ANSWER FOR OTHERS

Do not think you must fill all the gaps

REMEMBER
“One who interrupts and answers for the others is rude and inconsiderate,
and after a while, unwelcome.”
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POPULAR SANGUINE IS
DISORGANISED AND IMMATURE
 Pull your life together
 Grow up
REMEMBER 35

The popular Sanguine needs a Saviour.

Without divine help how can he:
Curb his tongue.
Control his ego.
Not think too highly of himself.
Cultivate his memory.
(the Holy Spirit gives remembrance.)
Concern himself with others.
Look out for others and not for himself.
Count the cost.
Perfect Melancholy Personality
The Introvert The Thinker The Pessimist 36

 PERFECT MELANCHOLY’S EMOTIONS

 Deep and thoughtful, Analytical
 Serious and purposeful
 Genius prone, Talented and creative
 Artistic & musical, philosophical & poetic
 Appreciative of beauty
 Sensitive to others
 Conscientious and Idealistic
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PERFECT MELANCHOLY’S At Work

 Schedule oriented, Detail conscious

 Perfectionist, high standard
 Orderly and organised
 Neat and tidy, Economical
 Sees the problem
 Find creative solutions
 Needs to finish what is started
 Like charts, graphs, figures, lists
PERFECT MELANCHOLY’S AS 38

FRIENDS
 Makes friends cautiously
 Content to stay in background
 Avoid causing attention
 Faithful and devoted
 Will listen to complaints
 Can solve other’s problems
 Deep concern for other people
 Moved to tear with compassion
 Seeks ideal mate
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PROBLEMS

 PERFECT MELANCHOLIES ARE EASILY DEPRESSED

 Realise no one likes gloomy people
 Do not look for trouble
 Do not get hurt so easily
 Look for the positives
 Read Blow Away the Black Clouds
REMEMBER:
Accentuate the positives, Eliminate the negatives
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 PERECT MELANCHOLY HAVE LOW SELF-IMAGES

 Search out the source of your insecurity
 Listen for the evidence of false humility
REMEMBER:
Perfect Melancholies have the greatest potential for success. Do not
be your own worst enemy.
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 PERFECT MELANCHOLIES PROCRASTINATE

 Get the right things before starting
 Do not spend so much time planning

REMEMBER:
If Perfect Melancholies did not spend so much time in planning, they would
not force the rest of us incompetents to go ahead without preparation and
so notch up intricate work!
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 PERFECT MELANCHOLIES PUT UNREALISTIC DEMAND ON OTHERS:

 Relax your standards
 Be grateful
 you understand your temperament

REMEMBER:
Not everything in life can be perfect, so relax.
POWERFUL CHOLERIC PERSONALITY
The Extrovert The Doer The Optimist 43

 POWERFUL CHOLERIC’S EMOTIONS

 Born leader, Dynamic and active
 Compulsive need for change
 Must correct wrongs
 Strong willed and decisive, Unemotional
 Not easily discouraged
 Independent and self-sufficient
 Exudes confidence
 Can run anything
 POWERFUL CHOLERIC AT Work 44

 Goal oriented
 Sees the whole picture
 Organizes well
 Seeks practical solutions
 Moves quickly to actions
 Delegates work
 Insists on production
 Stimulates activity
 Thrives on opposition
 POWERFUL CHOLERIC AS FRIENDS
45

 Has little needs for friends

 Will work for group activity
 Will lead and organise
 Is usually right
 Excel in emergencies
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PROBLEMS WITH POWERFUL CHOLERIC

 POWERFUL CHOLERICS ARE COMPULSIVE WORKER

 Learn to relax
 Take the pressure off others
 Plan leisure activities

REMEMBER:
You can feel relaxed and need not to feel guilty
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 POWERFUL CHOLERICS MUST BE IN CONTROL

 Respond to other leadership
 Do not look down on the dummies
 Stop manipulating
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• POWERFUL CHOLERICS DO NOT KNOW HOW TO

HANDLE PEOPLE
 Practice Patience
 Keep advice until Asked
 Tone down your approach
 Stop arguing and causing trouble

REMEMBER:
No one likes an impatient, bossy troublemaker.
 49

 POWERFUL CHOLERICS ARE RIGHT BUT UNPOPULAR

 Let someone else be right
 Learn to apologise
 Admit you have some faults
REMEMBER:
If only the Powerful Choleric would open his mind to examine his weakness
and admit he has a few, he could become the perfect person he thinks he
is.
 50

PEACEFUL PHLEGMATIC PERSONALITY

The Introvert The watcher The pessimist

 PEACEFUL PHELGMATIC’S EMOTIONS:

 Low key personality,
 Easy going and relaxed
 Calm, cool and collected
 Patient well balanced
 Consistent life, Quiet and witty
 Sympathetic and kind
 Keeps emotions hidden
 Happily reconciled to life
 All purpose person
 51

PEACEFUL PHLEGMATIC AT WORK

 Competent and steady

 Has administrative ability
 Mediates problems
 Avoid conflicts
 Good under pressure
 Find the easy way
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PEACEFUL PHLEGMATIC AS FRIENDS

 Easy to get along with

 Pleasant and enjoyable
 Inoffensive
 Good listener
 Dry sense of humour
 Enjoys watching people
 Has many friends
 Has compassion and concern
 53

Let’s Motivate PEACEFUL PHLEGMATIC

 PEACEFUL PHLEGMATIC ARE NOT EXICITING

 Try to get enthused
 Try something new
 Learn to accept responsibility for your life
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 PEACEFUL PHLEGMATICS APPEAR WISHY-WASHY

 Practice making decisions
 Learn to say no
How Personality Awareness Helps
55

You

 By Knowing ones own strengths and weaknesses

 By Knowing strengths and weaknesses of People around you
 By assigning right work to right person
 By empowering your followers by helping them overcoming
their weaknesses

 https://www.youtube.com/watch?v=8pq_tCgDkT4
WILL THIS LECTURE GOING TO HELP
56

YOU

 Yes
 No
 Do not know
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What I Know for Sure Is that

YOU DESERVE
TO BE RECOGNISED
AS AN EFFECTIVE
LEADER IN YOUR
ORGANISATION
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