Reference no: EM131016968

DQ 1: The best theory to use to discuss personality and identity as it relates to leader behaviors and follower observations is the service-for-prestige theory of leadership. Service-for-prestige theory of leadership describes the leader-follower relationship as voluntarily and explains the exchange process which leads to adaptive benefits for both the leader and follower (Price, and Van Vugt, 2014). Each party incurs costs to meet the expectations of one another as relating to leader behaviors and follower observations.
As a leader, a person shows individual personality traits and self-identity. Therefore, it is important for a leader to demonstrate high morals and ethical behaviors in personal, social, and organizational environments because he or she has different people who observe his or her actions. Followers are less prone to remain loyal to leaders who do not show specific leadership personality traits. Price and Van Vugt (2014) discusses the importance of reciprocity and prestige in the leader-follower relationship stimulating members to achieve shared goals.

Reference - Price, M. E., & Van Vugt, M. (2014). The evolution of leader-follower reciprocity: the theory of service-for-prestige. Frontiers in Human Neuroscience, 8, 363. https://doi.org/10.3389/fnhum.2014.00363

DQ 2 - Checking the Blind Spot

The complexity of leadership demands that every leader answer two questions; who am I? and, who do my followers think I am? According to psychodynamics, we are victims of nature. We all have blind spots which we are unaware of. Our attractions to our followers may be for different reasons - our blind spots. Therefore, our followers may perceive our behaviors not only differently, but also for reasons based on actions we are not even aware of.

The characters of the leader, the behaviors of the leader, the situation or context where the leader operates, and how followers perceive the actions of the leader; are all parts of leadership equation. As if these are not complicated enough, the psychodynamic approach to leadership tells us that in spite of our best efforts as leaders, not only that we are captives of subconscious forces that dictates our actions; but also we are not even aware that we are performing those actions, let alone why. The clinical paradigm, a process of applying psychodynamics to organizational behavior, according to Kets de Vries and Cheak (2014) states that: there is a rational explanation to every action we take, everyone has a blind spot unknown to him or her, what determines the real nature of a person is how he or she controls his or her emotions, and what happened in our past determines what we do today. For these reasons, leaders' behaviors can present and be perceived in multiple, and sometimes opposing ways.

Reference - Kets de Vries, M. F. R., &Cheak, A. (2014). Psychodynamic approach. INSEAD Working Papers Collection, (45), 1-22. Retrieved from https://lopes.idm.oclc.org/login?url=https://search.ebscohost.com.lopes.idm.oclc.org/login.aspx?direct=true&db=bth&AN=97430728&site=eds-live&scope=site

DQ 3: Competitive, ambitious, and self-assured individuals naturally assume positions of leadership, act in a conclusive and unwavering means, and presume others recognize their uniqueness (Steinberg, 2005). Organizations are charged with placing individuals in leadership positions who possess a specific set of skills that will assist in achieving collective goals of the organization. As noted in the study by Steinberg, leadership is naturally possessed in many circumstances and is exhibited by the leader in the form of confidence. Although necessary personality traits as the organizational administration level, the qualities of competitive and conclusive, in addition to the blatant display of self-confidence, may be construed as having a negative connotation when followers reflect upon the personality of their leader.

When a leader is positioned in an organization as a change agent, the identity and personality of whom is poised to be an effective leader compete with possible negative perception of the followers. It is imperative that leaders take into account the possible concerns with the perceptions of followers as the leader attempts to build trust with members and ultimate by-in to attain maximum organizational output.

Reference - Steinberg, B. S. (2005). Indira Gandhi: The relationship between personality profile and leadership style. Political Psychology, 26(5), 755-789.