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1. Henry Murray: Personology

2. Murray established, with others, the Psychological Clinic Annex in 1949. He received the Scientific Contribution Award from the American Psychological Association and the Gold Medal Award for lifetime achievement from the American Psychological Foundation. Murray died from pneumonia at the age of 95 on June 23, 1988.

3. Personology Murray used the term “ personology ” to describe his study of human lives and individual differences in personality

4. PRINCIPLES OF PERSONOLOGY

5. Henry Murray formulated fiveprinciples of personology . First Principle: Personality is rooted in the brain. The individual’s cerebral physiology guides and governs every aspect of the personality.

6. Second Principle : Involves the idea of tension reduction. Murray agreed with Freud and other theorists that people act to reduce physiological and psychological tension , but this does not mean we strive for a tension free state.

7. It is a process of acting to reduce tension that is satisfying , according to Murray rather than the attainment of condition free of all tension. Murray believed that a tension-free existence is itself a source of distress .

8. Third principle : The third principle of Murray’s personology is that an individual’s personality continues to develop over time and is constructed of all the events that occur during the course of that person’s life.Therefore , the study of person’s past is of great importance.

9. Fourth principle: Murray’s forth principle involves the idea that personality changes and progress; it is not fixed or Static . Emphasize on the uniqueness of each person.

10. Fifth principle: Fifth, Murray emphasized the uniqueness of each Person while recognizing similarities among all people . As he saw it, an individual human being is like no other person, like some other people, and like every other person.

11. “ The Division of Personality Focus on the Leader”

12. DIVISIONS OF PERSONOLOGY

13. Murray divided personality in three parts. For this , he used Freud’s terms but these terms differ in interpretation . Id Superego Ego

14. Id: Id is the repository of all innate impulsive tendencies. It is concern with behaviour . It provides the energy and the direction of behavior. Divisions of Personology

15. Id: Freud: Freud said, Id contains primitive, amoral & lustful impulses. Murray: Murray believed, Id contains socially acceptable impulses like empathy and love. Divisions of Personology

16. Id Murray was influenced by Jung’s Shadow Archetype which has good impulses as well as bad ones. The strength of Id impulse varies among individuals. Divisions of Personology

17. Superego Freud : Freud was of the view that superego stems out after the child identifies with his/her parents. Superego acts as the parental voice.

18. Murray : Murray defined superego as the internalization of the culture’s values and norms by which we come to evaluate and judge our behavior and that of others.

19. Superego Freud: Freud said that at the age of 5, the superego is crystallized. Murray: Murray suggested that Superego continuously develop throughout lifetime.

20. Freud: The superego is in constant conflict with Id. Murray: Murray opposed the Frued’s this concept and said that superego is not in constant conflict with id because the Id contains bad and good impulses.

21. Freud : Freud stated that when ego acts contrary to the demands of superego and does not meet its standards, it gives of guilt and feelings of inferiority Murray: Murray believed that superego prevents occurrence of socially unacceptable impulses and expresses acceptable needs appropriately.

22. Ego-ideal While the superego is developing so is the ego-ideal. Ego ideal represents what we can become at our best (IDEALIZED SELF IMAGE) and not what we can become if we do not meet superego’s standard. Divisions of Personology

23. Ego: Ego is the rational governor of personality. He opposes Freud’s contention that ego is the slave of id, superego and the reality. Ego organizes our behaviors coming from the id impulse whether good or bad.

24. Ego Ego is the central organizer of all behaviors. It plan courses of action. It suppress unaccepted id impulses and promote accepted id impulses pleasure .

25. Ego It is called the arbiter of the two contenders, id and superego. It may favor one over the other. Example Ego supports id. This support leads the personality towards a life of crime.

26. Ego Sometimes ego may ay favors both, the id and the superego. Example Ego supports both. This thing leads to the harmony between what a person wants to do and what the society expects from person.

27. Ego In Murray’s system conflict can arise between the id and the superego. A strong ego can mediate effectively between the two, but a weak ego leaves the personality a battleground.

28. Personality trait is a psychological concept that can be defined as a qualitative relatively stable description of a set of unique behavioral patterns of a person in association with his/her internal motivations and emotions, drivers, thoughts, etc.

29. Personality traits reflect people’s characteristic patterns of thoughts, feelings, and behaviors . Personality traits imply consistency and stability—someone who scores high on a specific trait like Extraversion is expected to be sociable in different situations and over time.

30. Big 5 Personality Traits O penness Represents how willing a person is to try new things C onscientiousness Refers to an individual's desire to be careful and diligent E xtroversion Measures how energetic, outgoing and confident a person is A greeableness Refers to how an individual interacts with others N euroticism Represents how much someone is inclined to experience negative emotions

31. 1. Openness Openness describes how adventurous, curious or open to new experiences you are. Highly open individuals tend to have a broad range of interests, and those who have a lower degree of openness may prefer consistency, routine and familiarity.

32. 2. Conscientiousness Conscientiousness measures your efficiency and organization. Those who fall higher on this spectrum tend to be task-focused, and those who are less conscientious are often more easily distracted and may enjoy spontaneity and work better under pressure.

33. 3. Extroversion  This category refers to how outgoing and energetic you are. People who are very extroverted are assertive and sociable, while those who are more introverted may prefer solitary activities and alone time, and need fewer social interactions to feel content.

34. 4. Agreeableness  Agreeableness is your friendliness, ability to show compassion and willingness to help others. Those who fall higher on this personality spectrum tend to be cooperative and polite, and those with less agreeableness are more likely to value rational and critical thinking.

35. 5. Neuroticism  This category—sometimes named by its opposite trait, emotional stability—accounts for your emotional sensitivity and the extent to which you’re inclined to worry or be temperamental. Neurotic people are prone to experiencing negative emotions, and those who are lower on the neuroticism spectrum may be less emotionally reactive and have greater self-confidence.

36. LEADERSHIP

37. Leadership is the ability of an individual or a group of people to influence and guide followers or members of an organization, society or team. Leadership often is an attribute tied to a person's title, seniority or ranking in a hierarchy.

38. Definition of a Leader A leader is an individual who guides, inspires, and influences others toward shared objectives or visions. They embody traits like integrity, empathy, resilience, and decisiveness. Leaders not only set direction but also foster collaboration, empower team members, and motivate them to excel. Effective leadership entails communication, problem-solving, adaptability, and the capacity to make difficult decisions. Leaders emerge in diverse settings, such as business, politics, and community organizations, driving constructive change and advancement.

39. What Are the Different Types of Leadership?

40. Autocratic leadership A leader who has complete control over his team is called an autocratic leader. They never bend their beliefs and rules for anyone. Additionally, their team has no say in the business decisions. Moreover, the team is expected to follow the path directed by the leader.

41. Laissez-Faire leadership Laissez-Faire is derived from a French word that means ‘allow to do’. “The practice of non-interference in the affairs of others, especially with reference to individual conduct or freedom of action,’ defines dictionary.com. In this type of leadership, team members have the freedom to perform their job according to their will.

42. Democratic leadership In this type of leadership, team members and leaders equally contribute to actualising business goals. Furthermore, they work together and motivate each other to achieve their personal goals too. This type of leadership leads to a positive working environment.

43. Bureaucratic leadership In this type of leadership, leaders strictly adhere to organisational rules and policies. They make sure that their team members do the same. Bureaucratic leaders are often organised and self-motivated.

44. What Are the Qualities of a Good Leader?

45. Honesty and Integrity:  Leaders value virtuousness and honesty. They have people who believe in them and their vision.

46. 2. Inspiration:  Leaders are self-motivating, and this makes them great influencers. They are a good inspiration to their followers. They help others to understand their roles in a bigger context.

47. 3 . Communication skills:  Leaders possess great communication skills. They are transparent with their team and share failures and successes with them.

48. 4. Vision:  Leaders are visionaries. They have a clear idea of what they want and how to achieve it. Being good communicators, leaders can share their vision with the team successfully.

49. 5. Never give-up spirit:  Leaders challenge the status quo. Hence, they never give up easily. They also have unique ways to solve a problem.

50. 6. Intuitive:  Leadership coach Hortense le Gentil believes that leaders should rely on intuition for making hard decisions. Especially because intuition heavily relies on a person’s existing knowledge and life learnings , which proves to be more useful in complex situations.

51. 7. Empathy:  A leader should be an emotional and empathetic fellow because it will help them in developing a strong bond with their team. Furthermore, these qualities will help a leader in addressing the problems, complaints, and aspirations of his team members.

52. 8. Objective:  Although empathy is an important quality a leader must imbibe, getting clouded by emotions while making an important business decision is not advisable. Hence, a good leader should be objective.

53. 9. Intelligence:  A good leader must be intelligent enough to arrive at business solutions to difficult problems. Furthermore, a leader should be analytical and should weigh the pros and cons before making a decision. This quality can be polished with an all-inclusive leadership training program.

54. 10. Open-mindedness and creativity:  A good leader is someone who is open to new ideas, possibilities, and perspectives. Being a good leader means understanding that there is no right way to do things. Therefore, a good leader is always ready to listen, observe, and be willing to change. They are also out-of-the-box thinkers and encourage their teams to do so. If you enrol for a leadership course, all these things will be a part of the curriculum.

55. 11. Patient :  A good leader understands that a business strategy takes time to develop and bear results. Additionally, they also believe that ‘continuous improvement and patient’ leads to success.

56. 12. Flexible:  Since leaders understand the concept of ‘continuous improvement, they also know that being adaptable will lead them to success. Nothing goes as per plan. Hence, being flexible and intuitive helps a manager to hold his ground during complex situations.

57. Leadership, Values and Attitude

58. Values are the underlying beliefs that guide our decisions and actions and ultimately shape our days and careers.

59. Leadership values are a subset of those values that positively influence one’s ability to lead effectively or  be a ‘good leader .’

60. In psychology, an attitude refers to a set of emotions, beliefs, and behaviors toward a particular object, person, thing, or event. Attitudes are often the result of experience or upbringing. They can have a powerful influence over behavior and affect how people act in various situations.

61. L eadership B ehavior ?

62. Be honest . A good leader must also be a good follower

63. Be confident. An effective leader will display confidence and lead by example. Confidence is a skill you can develop, and in turn encourage in your organization. 

64. Keep communication channels open. Open communication means there are less misunderstandings and issues on a team. Good communication skills are key in leadership that is impactful. When leaders have open communication, the team knows exactly what is expected of them, when things need to be done, and the process.

65. Address issues. In any organization,  issues are going to arise . This can be professional or personal issues—either way good leaders need to know how to address these issues. Problems should be dealt with immediately, not pushed back to a more convenient time. Good leaders know that they need to take issues seriously, not make employees feel like they should handle it on their own or not bother about it. 

66. Make decisions. Good leaders aren’t afraid to make decisions, especially hard ones. They avoid delaying decisions or letting their personal views intervene. They look at things carefully, research well, try and see every angle, and make a decision and then stick to it. This will directly influence employee behavior . 

67. Provide objective feedback . Good leaders don’t let personal thoughts or feelings get involved with their team. Their feedback is objective and professional, helping the team know exactly what to expect and where they can improve. Good leaders understand that feedback is essential for growth, so they aren’t afraid to help their employees improve. 

68. Reward achievement. There are many benefits to  recognizing and rewarding employee achievement at work.  Employees see that their behavior is appreciated and are more likely to repeat it, others see that they can get rewarded for good work, it increases productivity and morale, and helps employees see that you care about their contribution. Rewards can happen through verbal praise, a gift, or even a bonus or raise. 

69. As a leader, your attitude is important because your team instinctively reacts to it. A highly motivated leader lifts the spirits of their team. Conversely, if your attitude is poor, your team will either mirror you and join your downward spiral or hold you in contempt and sideline you.

70. Thank You!!!