7. One individual is clearly
Control of production
in charge
Characteristics
Rewards and
Routine tasks punishments for
productivity
8. Leaders role is
to motivate
the employees
Motivation Awareness of
leads to employees
productivity feelings
Setting
Team building
common goals
9.
10. As the standard of living increased for many individuals
in the 1950’s and 1960’s, individuals started to focus on
those things that would bring more self-worth. New
social movements started to arise and their focus was
to ‘shift from the politics of the social, to the politics of
the identity; the slogan ‘the personal is political’
(Giddens, 1982; McCarthy and Zald, 1987; Melucci,
1989; Diana and Eyerman, 1992; Casellas, 1997 from pg.
92 in Simon Western’s Leadership)
11. “Healthy relationships between individuals and
groups are vital to create democratic and
personally fulfilling workplaces promising to put
people before machines and taking a
developmental model of human potential" (p. 93).
Western also states that "therapeutic culture has
had a large influence on how leadership is enacted
in the workplace, and how emotions and
subjectivity are managed and organized" (p. 94).
12. Currently, I work in a building where dissension is the root
of all problems. Our leader has completely emotionally
detached himself from his position. The way other people
feel in the workplace is not his concern and therefore he
doesn’t get the respect that should accompany someone
with the title. Employees do not give 100% to the
organization because of the attitude of the leader. They
know what they can getaway with and continue to do
whatever they want because there is no fear of
accountability. If staff felt that the administrator cared for
the them or the job they do, they would more likely take
the time to do satisfactory work.
13. There seem to be two viewpoints on therapeutic culture
in the workplace. One is for the “manager/leader to
become an active agent in the management (and
manipulation) of the emotions” and contrasting it
with someone who would run a clinic (p. 95).
A leader must now learn to manage the emotional
status of it’s employees by concentrating on
Their own emotions
The emotions of their reportees
The emotions and psychodynamics of the group/team
The cultural/emotional expectations from above
14. What is the therapeutic culture like in
your building and what do you do to
contribute to that culture?
15. Emotional intelligence (EI) focuses on
“change through the conscious process
of the individual self-improving
through self-awareness and a new form
of personal growth” (Western,p. 96).
16. 1. Self Awareness-Knowing yourself well enough to
acknowledge different feelings
2. Managing Emotions-Taking control of what and how you
feel
3. Motivating Oneself-Using emotions for a personal goal;
keeping control of emotions at all times
4. Empathy-Recognizing how others feel
5. Handling relationships-Using emotions appropriately in
different social situations
How do you rate your level of Emotional Intelligence?
Just for fun take the Emotional Intelligence Quiz. Aren’t you just a little curious
about how you would rate?
17. Emotional Management Emotional Labor
Attempting to manage Creating the correct
employees’ emotions to company persona
improve productivity
Expressing feelings is
considered healthy
Limited research in the
effectiveness of
emotional sharing
18. Coaching Counseling
More expensive Self-actualization focus
Employees more likely to Seems to indicate there
see a “coach” vs. a is a “problem” because of
“counselor” the terminology
Role-actualization focus
Performance driven
“Talking cure” for leaders
19. Coaching allows for the individuals to focus on the
issues that need to be resolved related to job
performance. Short term interventions help the
individuals to focus on tasks that could help them with
productivity. Western states that “the aim is to change
behavior and enhance workplace performance “(p. 99).
Individuals are given the opportunity to reflect on
attributes that could make them more successful.
Allowing workers the chance to make a difference
without being critically judged and evaluated could
make them happier employees. “Coaching is a
therapeutic intervention to support leaders, but
coaching skills are becoming essential for today’s
managers and leaders” (p. 101).
