Assertive vs humble + Liveliness. Ma ‘PY go lucky vs sober Rule-consciousn 5. . fess: Conscientious vs expedient ai Social boldness: 9. 10, Venturesome vs timid . fough-minded vs sensitive tsilance: Suspicious vs trusting rie nattactednes: Imaginative vs practical snes: Shrewd vs forthright ~ Apprehension; Apprehensive vs self-assured Openness to change: Experimental vs conservative + Self-relianc ©: Self-sufficient vs group dependent Perfectionism: Controlled vs casual ension: Relaxed vs tense Big Five tor analysis, five basic factors were extracted." This is called the five factor theory of Personality 'Y» more popularly called the ‘Big Five’. Extensive research © basic dimensions underlie all others and cover most of the Significant variations in personality. The Big Five are * Extraversion (refers to one’s comfort level with relationships; individual is talkative, assertive, sociable, and outgoing) + Agreeableness (refers to one’s inclination to defer to others; individual is good- natured, cooperative, warm, caring, and trusting) ‘ensitivity: these five288 The Individual + Conscientiousness (refers to one’s reliability regarding responsibility; individual is selfdisciplined, hardworking, organized, dependable, and persistent) + Emotional stability (refers to one’s ability to withstand stress; individual is calm, happy, and secure) + Openness to experience (refers to one’s range of interests and fascination with novelty; individual is creative, curious, intellectual, imaginative, and artistically sensitive) PSYCHODYNAMIC THEORIES tf While poychomettic theories use factor analysis and statistical analysis, psychodynamic theories emphasive paychological processes and use conceptual models based on clinical perience, Significant contributions have been made by these theories. We shall brielly discuss the major onew here, Sigmund Freud Sigmund Vroud haw madi tee561 The Tea pk y? ar? poe ys Pde we € Style 4: Delegating Low nurturing and low regulating leader behaviour j delegating style. The leader discusses problems with his oF her people ung aeeretent i achieved on problem definition and then the de sion-making. roup members. Now it is the group that fata 28 sigh is delegated totally to the gre control over deciding how tasks are to be accomplished. labetieg 28 joing ilican, _Siyle Appropriateness to the situational theory of leadership, none of the four styles is j circa be effective depending on the situation. An effective leader i is idea, ca oe that is appropriate for the situation he or she is dealing with, 1 theory, the situation is characterised by the type of people (team) the . aes T is working with. Fr and Blanchard, who developed their theory and an instrument to me he tcschip styles, used a oneto-one framework leader in relation to a subordinant Shop defined the station in terms of what they called ‘maturity’ of the subordin (his or her competence and his or her motivation, commitment or willingness to a responsbiy). Later, Blanchard proposed the term ‘development level’, which seems Pons ior term. Hlersey and Blanchard proposed that the development level o: maturity of the followers be determined by their competence and commitment, that is, their willingness to take responsibility. Since Hersey and Blanchard used the i et lowes model (one-to-one framework), they neglected the team, the mein focus of leadership in organizations. the situation is defined by the development For the situational theory of leadership, level of the team with which the leader is working. Three aspects determine the development of a team or a group: competence, commitment or motivation, and cohesion or teamwork. A leader should, in the first place, know the development evel of his or her group and its members, that is, their levels of competence, motivation, and teamwork. The various situations with which the leader deals can be defined in terms of the development level of the group. D4 level (very high) indicates that all the three .cts of competence, motivation, and teamwork are high in the group. D3 level (moderately high) means two of the three aspects are high, while one is low. D2 (moderately low) means one aspect is high and the other two are low. Level D1 (low) indicates that the group is low on all three aspects. The effective leadership styles for each development level are shown in Exhibit 21.5, (Style 1 is appropriate for a D1 team, Style 2 for a D2 team, Style 3 for a D3 team, and Style 4 for a D4 team.) An effective leader uses a style appropriate to the development level of his or her team or organization. An example of style appropriateness is given in the next section. 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" Q a retired person. It is during this integrity if are able to develop integri aye rat lives as unproductive, feel : Ego Integrity vs despair to slow down onr producti time that we contemplate ov We see ourselves nplishi ee O as leading a suce fe, If we see © ife goals, we become guilt about our pasis, or feel that we did not accomplish our life a fe ales ssatisfied with life and often leading to depression develop desp: Transactional Analysis One of the popular theories of personality and human. development is transactional anclysis (TA), originated by Eric Berne." Departing from classical peychossalysis, Berne used simple day-to-day language to explain the dynamics of personality an its application for human development. His theory has.the following components: 1. Structural analysis, proposing the main structure of a personality in terms of three ego states. 2. Inieraction analysis, explaining the dynamics of interpersonal communication in terms of transactions between ego states of A and B. Life-position analysis, suggesting the four positions individuals adopt in their transaction with the outside world. Games analysis, discussing ulterior transactions leading to a pay-off. Script analysis, detailing of specific life dramas that people compulsively play out. For our purposes, two of the above are especially relevant—structural analysis and life-position analysis. However, we shall briefly explain the other aspects of TA also. Structural analysis 3. 4 5. Structural analysis deals with the structure of the of three ego states. Berne defined an eg experience directly related to a corres a a personality. A personality consists 0 slate as ‘a consistent pattern of feeling and ponding consistent pattern of behaviour’.!! He