Psychodynamic Approach to Organizational Leadership

Psychodynamic Approach to Organizational Leadership Theories on organizational leadership are often developed and refined according to schools of thought on organizations, how they function and how opportunities are maximized there within. Such is to say that the organization is often thought of as an entity from which strategies and approaches will arise. To an extent though, this view tends to contradict evolving ideas about organizational dynamics that are highly dependent upon individual and collective personalities.

The evolving role of human resources in organizational orientation suggests that organizations are coming ever more to view the personality dynamics within as a strong basis for driving strategies and culture. This is the premise that underscores the psychodynamic approach to leadership. Based on my own personal experiences and on the research available on this approach, I have come to view leadership as a direct function of the manner in which leadership and personnel interact. The research by Vries & Engellau (2009) supports this perspective.

Here, the researchers note that we are experiencing something of a transition today on in organizational strategy that is predicated by use of the psychodynamic theory. Accordingly, they tell "that the organizational man or woman is not just a conscious, highly focused maximizing machine of pleasures and pains, but also a person subject to many (often contradictory) wishes, fantasies, conflicts, defensive behavior, and anxieties -- some conscious, others beyond consciousness -- is not a popular perspective.

Neither is the idea that concepts taken from such fields as psychoanalysis, psychodynamic psychotherapy, clinical psychology, and dynamic psychiatry might have a place in the world of work." (Vries & Engellau, p. 4) As the researchers go on to note though, there is a growing consensus that it would be foolish and self-defeatist to ignore the true human impulses that may even overshadow the conditions created by organizational strategy and orientation.

For Vries & Engellau, the focus on human resources as a channel for better understanding and maintaining the morale of personnel justifies a greater emphasis on the psychological suitability of certain individuals for leadership. As I consider myself an effective and natural leader, I have used the psychodynamic approach to objectively identify my own personal strengths and weaknesses and to subsequently contextualize these in the modes, strategies and culture that define a positive working environment.

Through such assessment, I was able to identify by strengths as a verbal communicator, my abilities as a mediator between conflicting parties, my personal sensitivity to the needs of others and my capacity to serve simultaneously as a leader and as a colleague. Within the context of my organization, I have evaluated these to be particularly valuable in terms of motivating a team that is diverse in nature and highly skilled when delegated properly.

These abilities cited above have helped me to become more intuitive to the individual strengths of my co-workers and to help place them at tasks where they can excel. And because I make myself approachable, I have found that personnel are forthcoming in telling me of their strengths, in providing me feedback with their progress and individual tasks and at indicating to me their unique needs.

These have all helped to strengthen my role as a leader by allowing me to optimize the experience and, consequently, the productivity of individual team members. The organization as a whole would demonstrate improved overall productivity as well. This approach is further verified by consequent research on the psychodynamic approach to leadership. Literature tends to emphasize the improvement of organizational strategy when said strategy incorporates the psychological, emotional and cultural makeup of the people who comprise an organization.

According to Trehan (2007), "psychodynamic perspectives not only explore underlying power and control issues but actively engage in an examination of political and cultural processes affecting the development process. Such perspectives enable one to move beyond purely instrumentalist approaches toward embracing the complexity of leadership development." (Trehan, p. 72) This is especially important as a way of developing or refining leadership skills as a function of organizational culture, personnel needs and the interpersonal dynamics that are produced within that context.

That is to say that a psychodynamic approach to leadership should serve as a counterpoint to the understanding of leadership as simply service in.