Fundamental Psychological Basics of Leadership.pptx

A Class-Note on Psychological Aspects of Leadership

1. Brig Gen Dr Zulfiquer Ahmed Amin MBBS (DMC), MPH (HM), M Phil ( HC&HM ), Fellow (AIIMS, Delhi), PGD (Health Economics ), PhD Fellow Leadership Psychology

2. Relation of Leadership and Psychology Leadership is not merely a title or a set of skills; it is a complex interplay of psychology, behaviour , and influence . Leaders need to deal with human to get job done . Without understanding the mindsets of followers , it is not possible to lead effectively. Thus, Psychology can help leaders understand human behaviour and their environment better to enable them to become successful leaders . As a leader, creating an effective team requires more than just having the best skillsets ; it requires understanding and mastering own and others’ mindset as well .

3. By understanding the intricacies of human behaviour , leaders can motivate their teams, build strong relationships, and create a positive working environment . Leaders who invest in understanding psychology develop the ability to communicate effectively, resolve conflicts, and inspire their team to reach their full potential. It is no wonder that psychology is considered an essential tool for successful leadership in today's fast-paced complex world .

4. Concept of Psychology in Leadership McGregor’s Theory X and Theory Y Path-Goal Theory Approach Social Contagion T heory IMPACT Theory Leader - Member E xchange Theory Maslow’s Need of hierarchy Herzberg’s Two factor Theory Iceberg Theory

5. McGregor Theory X and Theory Y According to McGregor, there are two types of leaders basing on their understanding about the followers mindset : Theory X leader Theory Y Theory Z

6. Theory X leader Theory X is based on negative assumptions regarding the typical worker. Theory X Management  assumes the following : - Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. - Most people are not ambitious , have little desire for responsibility, and prefer to be directed . - Most people have little aptitude for creativity in solving organizational problems. - Motivation occurs only at the physiological and security levels of Maslow’s hierarchy of needs. - Most people are self-centered . As a result, they must be closely controlled and often coerced to achieve organizational objectives. - Most people resist change . - Most people are simple and unintelligent .

7. Motivation occurs only at the Physiological and Safety levels of Maslow’s hierarchy of needs.

8. How to motivate followers: Managers with this assumption motivate their people using a rigid "carrot and stick" approach , which rewards good performance and punishes poor performance . Essentially, Theory X assumes that the primary source of employee motivation is monetary , with security as a strong second. The hard approach to motivation relies on coercion, implicit threats, micromanagement, and tight controls .

9. Theory X when applicable Theory X style of management is applicable for new starters , unskilled who will likely need a lot of guidance or unmotivated and in a situation that requires control such as a crisis . Theory X, is generally more prevalent in larger organizations , or in teams where work can be repetitive and target-driven . Theory X manager closely supervises their employees, with clearly defined tasks and the promise of higher pay or the threat of punishment as means of motivation. A manager under these assumptions may use autocratic measures.

10. Theory Y leaders Theory Y is based on positive assumptions regarding the typical worker. Theory Y – people are self-motivated and enjoy the challenge of work. Theory Y Management  makes the following assumptions: -Work can be as natural as play if the conditions are favorable. -People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. -People will be committed to their quality and productivity objectives if rewards are in place that address higher needs such as self-fulfillment. -Most people can handle responsibility because creativity and ingenuity are common in the population. -Under these conditions, people will seek responsibility .

11. How to motivate followers: The higher-level needs of esteem and self-actualization through which employees can best be motivated . With this belief the theory Y leaders thus lead by empowering their employees. Which in layman's term is " hands - off leaders ", they allow their sub-ordinates or team members to decide, don't watch them all the time. Theory Y is a participative management style where managers believe employees want to work and make decisions with less supervision .

12. Theory Y when applicable Theory Y is applicable when managing a team of highly motivated experts , organizations that have a flatter structure , highly skilled need Y type management. Theory Y management style can be a perfect fit for smaller organizations with a specialised workforce , having a higher educational background and prior work experience . Employees in this setting get a high level of autonomy that encourages individualism and creativity.

13. Ouchi’s Theory Z During the 1980s, American business and industry experienced a tsunami of demand for Japanese products and imports, particularly in the automotive industry. Why were U.S. consumers clambering for cars, televisions, stereos, and electronics from Japan? Two reasons: (1) High-quality products and ( 2) Low prices. The secret to their success was not what they were producing but how they were managing their people—Japanese employees were engaged, empowered, and highly productive . William Ouchi , developed the theory, beyond Theory X and Theory Y that  blended the best of Eastern and Western management practices . The benefits of Theory Z, would be  reduced employee turnover , increased  commitment , improved  morale and job satisfaction , and drastic increases in productivity .

14. Ouchi’s Theory Z makes certain assumptions about workers : -One assumption is that they seek to build cooperative and intimate working relationships with their coworkers. In other words, employees have a strong desire for affiliation. -Another assumption is that workers expect reciprocity and support from the company. Theory Z stresses the need to help  workers become generalists , rather than specialists. It views job rotations and continual training as a means of increasing employees’ knowledge of the company and its processes while building a variety of skills and abilities. According to Theory Z, people want to maintain a work-life balance , and they value a working environment in which things like family, culture, and traditions are considered to be just as important as the work itself.

15. IMPACT Theory The acronym IMPACT has the six types of leaderships as follows: - Informational . This style of leadership is effective in the climate of ignorance ; that is when people are unaware what to do they would require an informational leader. - Magnetic. This is a style of leadership on which the leader has influence because of his or her charismatic personality . This is known to be most effective in climate of despair . - Position . This is a style of leadership under IMPACT theory in which the leader influences others by virtue of their appointed or elected authority . It works best in climate of instability .

16. - Affiliation . This style of leadership is effective in the climate of anxiety , where people are worried about losing job or what if company is going to lose. This type of leader has the nature of being close to the subordinates . - Coercive . This style of leadership is effective in the climate of crisis for decision making , which results in extreme consequences. Here the coercive leader is required to correct the bad decisions people take in crisis. - Tactical . This style of leadership is effective in the climate of disorganization , where you have everything, but don't know to strategize resources effectively , Here the Tactical leader is needed to take crafty decisions.

17. Leader - Member E xchange (LMX) Theory According to Leader-Member exchange theory , what makes a good leader is the different kinds of relationship that the leader has with the subordinates . In-group people - In simple terms this people are considered as very close subordinates to the leader. This group is made up of the team members that the manager trusts the most . S ubordinates in this group have benefits of being close to their managers or leaders and their relationship is high-quality leading to recognition of their work, they perform better, are less likely to leave, and have higher performance appraisal. Out-group people - if team members betray the trust of the manager , or prove that they're unmotivated or incompetent , they're put into the Out-Group. This group's work is often restricted and unchallenging. Out-Group members tend to have less access to the manager.

18. The iceberg model is a metaphor used to illustrate how most of the human psyche - our unconscious thoughts, motives and feelings - is hidden beneath the surface , much like most of a real iceberg remains hidden beneath the water. Similar to an iceberg, where only 10% is visible above water , human behavior is only partially seen. At the surface level, we observe actions, decisions, and reactions . Below the surface lies the vast majority of the iceberg, representing the hidden influences such as attitudes, beliefs, values, and experiences . The model helps us to realize that the true causes of human behavior are often deeply hidden and can only be accessed through deeper psychological understanding. Iceberg Theory of Leadership

19. In the context of human behavior, there are two main areas: The visible level: this comprises the obvious and direct aspects of behavior , such as the actual words spoken, gestures, facial expressions and tone of voice. The hidden level: Beneath the surface are the implicit messages, emotions, values, prejudices, needs and assumptions that are not expressed directly but can still have a strong influence on behavior . A good leader should go below the surface as an empathetic leader to understand the employee’s motivations (those unseen, submerged parts of the iceberg) . Once leaders truly understand the root cause of a team member’s behaviours or patterns, they can influence meaningful and sustainable change .

20. Maslow's hierarchy of needs is a model for understanding what motivates humans . The theory states that humans are motivated to fulfill their needs in a hierarchical order . This order begins with the most basic needs before moving on to more advanced needs.

21. Herzberg’s Two factor Theory The Herzberg’s two-factor theory states that there are certain factors in the workplace that cause job satisfaction while a separate set of factors cause dissatisfaction , all of which act independently of each other.

22. Social Contagion Theory of Leadership The theory suggests that people's thoughts, emotions, and behaviors can be influenced by the people around them , leading to the spread of ideas, attitudes, and behaviors throughout social networks . Contagion Theory focuses on the factors that allow individuals to engage in behavior in groups that they would never perform when alone . When employees are 'infected' by the moods of others, particularly their leaders, it impacts on everything around them in the workforce. Emotional contagion in leadership can spread across a team like a virus. A single person’s mood can influence an entire meeting , or a leader’s attitude can shift team dynamics.

23. How Social Contagion matters in workplace Setting the Tone: As leaders, our presence can elevate or deflate a room . Walking into a meeting with a positive, calm demeanor can create an atmosphere of openness and collaboration. Conversely, entering with stress and negativity can trigger a cycle of fight or flight, making the environment tense and unproductive. Creating Psychological Safety: When leaders show up with authenticity, empathy, and openness, they foster an environment of psychological safety . This means people feel safe expressing themselves, sharing ideas, and taking risks without fear of judgment. Influencing Wellness: Leaders who lead by example can create a culture of wellness where self-care and balance are valued, ultimately leading to a more resilient and productive organization.

24. Path Goal Theory of Leadership The path-goal theory of leadership says that a leader's behaviors influence team productivity, motivation and satisfaction. Path-goal theory is the belief that managers can affect their team's performance by adapting their leadership style to fit the specific needs of their teams .

25. Path-goal theory is a complex, multi-dimensional construct that takes into account the three main dimensions in all leadership scenarios: the follower; the leader; and the environmental situation.  Simplistically, path-goal theorizes the way in which leaders assist followers to achieve set goals .  This is enabled by leaders providing a clear path of where to go, removing barriers so follows can reach goals, and providing appropriate rewards along the way. 

26. 4 types of path-goal theory Path-goal theory identifies four key types of leadership behavior : 1 . Achievement-oriented With this type of leadership style, the leader focuses on encouraging excellence by setting challenging goals . Leaders encourage employees to pursue their highest level of performance and the leader trusts their ability to handle this . 2 . Directive path-goal clarifying In directive leadership, the leader provides employees with clear guidelines for the processes and expectations for them, as well as how they should best carry out tasks. This style of leadership aims to reduce ambiguity in job functions and clarify work processes. With this style of leadership, leaders supervise employees closely, which makes it most appropriate for inexperienced employees who need guidance and to be checked on regularly.

27. 3. Supportive With supportive leadership, the leader pays attention to the needs and well-being of employees and makes work pleasant for them by being friendly and empathetic . Leaders who operate under this style treat employees with respect and offer support when needed. 4 . Participative This type of leadership behavior involves consulting with employees on important decisions related to work, task goals and paths to reach goals, enabling the employee to be directly involved in the decision-making process. Leaders often use this style of leadership when employees are highly involved or have specialist knowledge.