Questionnaire Responses and Personal Leadership Philosophy
From the leadership archetype questionnaire, my responses were geared towards having a great strategic sense and had an interest in creating ways to develop people. In the real sense, what someone is, makes them the type of leader they might become and affects their philosophy of leadership. For that matter, it is these responses that indicate I am both a strategist and a coach type of leader.
All leaders require a mix of self and people understanding in connection to the organizational goal. However , a significant focus on this can lead to ignoring the smaller issues (Maxwell, & Greenhalgh, 2011). At some point, I felt comfortable with my style of leadership; little did I know it had negative sides. It is surprising that I am a kind of leader that looks like am playing a game while focusing on goals and not concerned the little company issues.
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Impact of the Psychodynamic Approach on Personal Leadership Style
A leader’s behavior and conduct are driven by many factors, and this translates into the kind of leaders they become. A strategist will always look at achieving the goals of the organization through creating environments that allow development (Maxwell et al. 2011). They are concerned about growth which makes them think outside the box to ensure the organization is following a given direction. Additionally, a leader who is a strategist as well as possessing coach characteristics will always look forward to a leadership style that combines involving people in the achievement of the vision of the firm. Therefore, their brains are fixed to that in that all issues outside driving people towards strategic achievement are ignored .
On the other hand, a psychodynamic approach as mentioned above can help one to become a good leader if they use it to its fullest. In fact, if a leader utilizes his or her feelings well in line with their psychodynamic approach, positive results can be achieved. Also, they will be useful in their leadership through combining approaches and having an understanding of the shortfall of their perceptions of leadership and success.
References
Maxwell, C., & Greenhalgh, A. (2011). Images of leadership: a new exercise to teach leadership from a social constructionist perspective. Organization Management Journal , 8 (2), 106-n 110. http://dx.doi.org/10.1057/omj.2011.15
