This leadership ppt is based on a research project involving 200 specially selected high-potential leaders from 120 co's around the world. Reference- "What Got You Here Won't Get You There " by Marshall Goldsmith
This leadership ppt is based on a research project involving 200 specially selected high-potential leaders from 120 co's around the world. Reference- "What Got You Here Won't Get You There " by Marshall Goldsmith
Collaboration Insights Webinar: The 9 Types of CollaboratorsCentral Desktop
When your organization adopts a collaboration platform, you quickly learn that some of your co-workers are uh ... well ... special. They just don't work the same way you do, and now these differences are both apparent and transparent.
Who ARE these people?
Meet the 9 Types of Collaborators, from the Stealth Ninja who lurks in the background to the Socialite who posts a new status update 15 times per day.
Isaac Garcia, collaboration expert and CEO of Central Desktop, moderates a lively, interactive discussion. Joining him are:
* Jenn DePauw, Senior Director of Operations at The1stMovement digital communications agency
* Alan Bush, Client Services Representative at Central Desktop
They provide:
* Brief overview of all 9 types of collaborators
* Interactive quiz to help you identify your own collaboration type
* Words of wisdom from leaders of collaboration deployments.
Where an organisation or individual is aware of stereotyping and bias, many effective steps may be taken to correct behaviour.
But what to do when the bias is more subtle or unconscious? These unconscious biases and stereotypes are a major barrier to organisations achieving true inclusion and diversity.
In this webinar Dr Pete Jones, author of Hogrefe Ltd’s unconscious bias testing tool Implicitly, gives an introduction to the topic of unconscious biases and looks at what you can do to address them.
Presentation by David Surratt Associate Dean of Students & Interim Dean of Students, University of California, Berkeley, for Black Student Leadership Training.
Inter-Personal skills is a very important part of corporate culture and it forms the mainstream of activities in an organisation. This PPT aims at understanding how groups can successfully co-exist within an organisation and team-members within a group.
Peter Senge is an American scientist born in 1947, called as the Strategist of the Century”.
He was the director of centre for Organizational Learning at MIT school of Management and the author of “The Fifth Discipline” in 1990.
In his book he explain about the concept of learning organization.
"Codependency" was presented on Tuesday March 22, 2011, by Ronald E. Harrison; Chemical Dependency Therapist. This program discusses the symptoms and progression of codependency and describes actions and resources that help codependent people to recover from codependency. This program is part of the FREE, annual Dawn Farm Education Series. The Education Series is organized by Dawn Farm, a non-profit community of programs providing a continuum of chemical dependency services. For information, please contact Matt Statman, LLMSW, CADC, Education Series Coordinator, at 734-485-8725 or info@dawnfarm.org, or see http://www.dawnfarm.org/programs/education-series.
How Codependency Affects Our Clients & Our ServiceLaura M. Kearney
An overview of the prevalence and challenges of codependency, how it affects our clients, and how codependency in counselors can negatively impact our quality of service.
Collaboration Insights Webinar: The 9 Types of CollaboratorsCentral Desktop
When your organization adopts a collaboration platform, you quickly learn that some of your co-workers are uh ... well ... special. They just don't work the same way you do, and now these differences are both apparent and transparent.
Who ARE these people?
Meet the 9 Types of Collaborators, from the Stealth Ninja who lurks in the background to the Socialite who posts a new status update 15 times per day.
Isaac Garcia, collaboration expert and CEO of Central Desktop, moderates a lively, interactive discussion. Joining him are:
* Jenn DePauw, Senior Director of Operations at The1stMovement digital communications agency
* Alan Bush, Client Services Representative at Central Desktop
They provide:
* Brief overview of all 9 types of collaborators
* Interactive quiz to help you identify your own collaboration type
* Words of wisdom from leaders of collaboration deployments.
Where an organisation or individual is aware of stereotyping and bias, many effective steps may be taken to correct behaviour.
But what to do when the bias is more subtle or unconscious? These unconscious biases and stereotypes are a major barrier to organisations achieving true inclusion and diversity.
In this webinar Dr Pete Jones, author of Hogrefe Ltd’s unconscious bias testing tool Implicitly, gives an introduction to the topic of unconscious biases and looks at what you can do to address them.
Presentation by David Surratt Associate Dean of Students & Interim Dean of Students, University of California, Berkeley, for Black Student Leadership Training.
Inter-Personal skills is a very important part of corporate culture and it forms the mainstream of activities in an organisation. This PPT aims at understanding how groups can successfully co-exist within an organisation and team-members within a group.
Peter Senge is an American scientist born in 1947, called as the Strategist of the Century”.
He was the director of centre for Organizational Learning at MIT school of Management and the author of “The Fifth Discipline” in 1990.
In his book he explain about the concept of learning organization.
"Codependency" was presented on Tuesday March 22, 2011, by Ronald E. Harrison; Chemical Dependency Therapist. This program discusses the symptoms and progression of codependency and describes actions and resources that help codependent people to recover from codependency. This program is part of the FREE, annual Dawn Farm Education Series. The Education Series is organized by Dawn Farm, a non-profit community of programs providing a continuum of chemical dependency services. For information, please contact Matt Statman, LLMSW, CADC, Education Series Coordinator, at 734-485-8725 or info@dawnfarm.org, or see http://www.dawnfarm.org/programs/education-series.
How Codependency Affects Our Clients & Our ServiceLaura M. Kearney
An overview of the prevalence and challenges of codependency, how it affects our clients, and how codependency in counselors can negatively impact our quality of service.
We have been told, for the past 40 years, that codependence is a disease or a relationship problem that doesn’t really have a “cure.” The truth is that codependence is a developmental delay and we can grow and develop from where we left off.
The grassroots emergence of codependence in the 80’s was ground-breaking in terms of exposing predictable patterns of relationship behavior that emerge as a result of being brought up in dysfunctional family systems. However, we’ve got stuck in this early work, keeping us from understanding the developmental mechanics of the mind and how it’s possible to get stuck in self-protective patterns.
We have all been operating under the misconception that codependency is due to alcoholic parents, trauma, abuse and other failures of parents to nurture and keep their children safe. While these occurrences stop development, and get the brain stuck in self-protective patterns of behavior, the brain can pick up development AT ANY TIME once the threat is no longer present. It isn’t something to recover from or to be cured.
Knowing you are stuck in a Codependent Relationship Position provides you with the opportunity to resume your development and achieve your potential.
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...Caliber Leadership Systems
Codependent leaders can be very successful at achieving their business objectives, but not their full potential. While they work steadily to achieve their goals and those of the business, part of their attention and energy is going into caretaking, supporting or compensating for employees inadequacies. While it may not look like it, these leaders make people decisions based on their emotions and are easily thrown off course by those of their employee’s, creating business and team problems as a result.
Transpersonal Framework for Understanding CodependenceSharon Ng
This is the ppt presentation that I presented in Los Angeles at the Evolution of Addiction Treatment conference in Dec. 2011. If you missed the presentation, these slides will introduce you to the elements of the framework that leads to healing, rather than simply recovery. I am also available for workshops or presentations on this topic. Contact me at sjoyng@gmail.com. Enjoy!
Support Tresya, innovative startup on blueocean, to promote women in executive workplace through presentation skill and executive presence - thanks for sharing and contributing, as private or corporate donators.
The video for this presentation is available on our Youtube channel:
https://youtube.com/allceuseducation A continuing education course for this presentation can be found at https://www.allceus.com/member/cart/index/index?c=
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Learn about co-dependency and interventions to help the person with co-dependency issues.
Presentation summary of some aspects of the book by the same name, by Gary MacIntosh. Focuses on leadership problem types, particularly from a Christian perspective.
Comprehensive Analysis of ETA Engineering's Organizational Culture in 2012: A...Motoor Mohammed Muzammil
In 2012, a comprehensive study was conducted to dissect the organizational culture of ETA Engineering. This research employed a range of robust statistical tools, including Chi-square test, Ranking Method, Percentage Ranking, and Weighted Average. The objective was to provide a deep, data-driven understanding of the cultural dynamics within the organization during this pivotal year.
Key Methodologies:
Chi-square Test: This statistical tool was applied to determine the association between different cultural attributes and their significance within the organizational framework. By analyzing observed and expected frequencies, it helped identify areas of notable deviation.
Ranking Method: A structured approach was used to assess and rank various cultural dimensions based on their perceived importance and impact. This method facilitated a systematic evaluation of cultural elements.
Percentage Ranking: This method provided a quantitative assessment of cultural factors, allowing for a clear understanding of their relative significance in influencing organizational dynamics.
Weighted Average: By assigning weights to different cultural indicators based on their relative importance, a comprehensive score was calculated. This method allowed for a nuanced evaluation of the overall cultural landscape.
Significance of the Study:
This study holds immense significance for ETA Engineering. It provided a detailed, data-backed insight into the organizational culture of the company in 2012. The findings serve as a valuable resource for strategic decision-making, enabling the organization to leverage its cultural strengths and address potential areas of improvement.
The rigorous application of statistical tools ensured that the conclusions drawn were robust and reliable, offering a solid foundation for any ensuing cultural interventions or initiatives.
Essay on Management and Leadership
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Weeks 3–4 Sources of Power, Influence, and Empowerment as Well as L.docxtwilacrt6k5
Weeks 3–4: Sources of Power, Influence, and Empowerment as Well as Leadership Traits and Skills
Introduction
What are the bases of social power? How do effective leaders use their power? It has been said that the social use of power by leaders is a topic that has much in common with the topic of romantic love. You may recognize it as a potent force in your social life, or you may talk about it in everyday language, or ponder its meaning. In this paradigm, researchers see power use as being affected by organizational contexts and point to hierarchical status systems as causal factors. Additionally, leaders' personal qualities, such as core values like authority relations and dependency habits, are a part of this paradigm. Once social system factors such as organizational culture and social justice perceptions are included, you will begin to see why empowerment is often posed as a simplistic solution to problems when it is in fact the result of a fascinating complex of many different processes in an occupational setting.
As you interact with your colleagues this week, think about whether there can be harmful aftereffects to the overuse or abuse of power. What describes the true sharing of power in a high-stakes organizational environment?
Whether one looks in western cultures or in eastern cultural resources, the earliest writings can be said to be accounts of the heroic journeys or experiences of our moral leaders. Even ancient Greek philosophy, not normally associated with one religion or another, espouses the desirability of the "philosopher king," who by superior intellect leads in a moral fashion. In contrast, there has never been a universal agreement on what the ideal leadership trait might be. How can you best understand the differences in leaders' characteristics? If there is no one best way to lead, then is there one best characteristic for each particular situation for leadership? In the 20th century, a number of contingency theories attempted to match individual traits with specific leadership situations or contexts. This argument could be put simply by saying that no leadership trait was all-important but that didn't mean that traits or individual qualities were unimportant either; they just had to be understood in their context. More recently, our ideas of traits have expanded beyond motivations or personality factors. Individual difference factors such as gender have been hotly debated.
What about diversity factors like gender and/or ethnicity: do they interact with traits or skills to help us understand leadership?
Learning Outcomes
By the end of this week, you will be able to:
Distinguish among social bases of power, social influence attempts, and authority models as paradigms
Analyze the organization bases for expertise and delegation
Measure outcomes of power assertion, and how it relates to social change
Evaluate differences in leadership styles
Assess emotional intelligence as a skill set for power and influence
Apply .
Ethics Matter Moderating Leaders’ Power Use and Followers’C.docxhumphrieskalyn
Ethics Matter: Moderating Leaders’ Power Use and Followers’
Citizenship Behaviors
Peter J. Reiley • Rick R. Jacobs
Received: 15 November 2013 / Accepted: 2 October 2014 / Published online: 11 October 2014
� Springer Science+Business Media Dordrecht 2014
Abstract Followers’ perceptions of their leaders’ ethics
have the potential to impact the way they react to the influence
of these leaders. The present study of 365 U.S. Air Force
Academy Cadets examined how followers’ perceptions of their
leaders’ ethics moderated the relationships found between the
leaders’ use of power, as conceptualized by French and Raven
(Studies in social power, 1959), and the followers’ contextual
performance. Our results indicated that leaders’ use of expert,
referent, and reward power was associated with higher levels of
organizational citizenship behaviors (OCBs) among their fol-
lowers when the followers perceived these leaders to be more
ethical. Moreover, when followers perceived their leaders to be
less ethical, these followers reported lower levels of OCBs
when their leaders’ utilized referent power. Practical implica-
tions, limitations, and future research are also discussed.
Keywords Coercive power � Ethical leadership � Ethics �
Expert power � Follower � Leader’s power use � Legitimate
power � Military � Organizational citizenship behavior �
Perception � Performance � Power bases � Referent power �
Reward power � Social influence
Ethics Matter: Moderating Leaders’ Power Use
and Followers’ Citizenship Behaviors
Power has a bad reputation—but power is a fundamental
element of the leadership process (Hollander 1985). Lord
Acton’s oft-quoted notion that ‘‘power tends to corrupt, and
absolute power corrupts absolutely,’’ captures a seemingly
common concern associated with those who wield great
power. The nineteenth-century politician’s belief that
power carries a negative, and even corrupt, connotation is
echoed in the modern day by many scholars and practi-
tioners alike. In his aptly titled bestseller, The No Asshole
Rule, Stanford University Professor Robert Sutton (2007)
underscored the negative corollaries of power:
A huge body of research—hundreds of studies—
shows that when people are put in positions of power,
they start talking more, taking what they want for
themselves, ignoring what other people say or want,
ignoring how less-powerful people react to their
behaviors, acting more rudely, and generally treating
any situation or person as a means for satisfying their
own needs. (p. 70)
Although some researchers have argued that a person
who uses power and authority in this manner cannot truly
be considered a ‘‘leader’’ (e.g., Howell and Avolio 1992;
Kellerman 2004; Yukl 1999; Yukl and Van Fleet 1992),
several theories have been developed to better recognize
and understand the influence of these powerful individuals
in the leadership process. Ashforth (1994) characterized
‘‘petty tyrants’’ who use their powe.
Redmon, W. K. (2001). Handbook of organizational performance. [Vit.docxsodhi3
Redmon, W. K. (2001). Handbook of organizational performance. [VitalSource Bookshelf Online]. Retrieved fromhttps://kaplan.vitalsource.com/#/books/9781136389993/
In-text citation: (Redmon, 2001)
Chapter 16
Ethics and Behavior Analysis in Management
Ethical issues seem to dominate the news these days, and they extend to all areas of human endeavor including, of course, business and psychology. This chapter explores the topic of ethical issues when behavioral methods are applied to industrial/organizational (I/O) settings. The goal is not to create ethical guidelines. Rather, it is to provide an overview of the types of ethical guidelines already available as well as the nature, relevance, and importance of ethical issues that underlie such guidelines.
WHAT ARE ETHICAL PRINCIPLES?
Philosophers have long debated ethical issues. Numerous competing schools each adhere to tenets that not only are different, but sometimes opposite (Macklin, 1982). Part of this debate concerns the basic issue of how to define an ethical principle.
Philosophers sometimes quibble over whether our perceptions are reliable indicators of reality, but this issue seems to be of less concern to scientists. Scientists start with the observable, or what can be defined in terms of the observable (operational definitions). In most cases, there is a strong consensus about what is really “out there,” a consensus that is in large part based upon the consistency among observations. Scientists then attempt to find relationships between these observable entities or events, an activity that produces factual statements called laws. Factual statements deal with what might be called objective reality, descriptions about how things are.
In addition to factual statements, there are statements of value. Value statements are assertions about what is “good,” “right,” or “wrong,” and how entities and events in the world should be, not the way they necessarily are. Value statements are a cornerstone of ethics. Ethical principles look beyond what is, and ask what should be.
Other chapters in this book describe principles that can be used in organizational settings to modify behavior. In effect, the authors are presenting laws describing relationships between antecedent conditions, behaviors, and consequences. The process of discovering and describing these laws is identical to the process of discovering and describing laws in all other sciences, and as such, is grounded in objective reality and statements of fact. This chapter goes beyond such objective considerations and deals with ethical issues associated with the discovery and use of such laws.
WHY WOULD ORGANIZATIONAL BEHAVIOR MANAGEMENT RAISE ETHICAL CONCERNS?
Organizational behavior management (OBM) utilizes information derived from the field of behavior analysis (Mawhinney, 1984). Behavior analysis attempts to find universal laws of behavior. As a scientist, the behavior analyst believes that human behavior is lawful in the same sense th ...
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Narcissism and Codependency in Leader-Follower Relationship
1. The dark sides of leadership and loyalty Exploring the Relationship Between Narcissism in Leadership and Organizational Codependency: A Review of the Literature Mary A. Ross Regent University School of Global Leadership and Entrepreneurship May, 2008
3. Introduction “From antiquity to the postmodern era, literature, history, and folklore…chronicle the folly of leaders who after a gain of rarified positions of power, prestige and status, topple into the abyss of failure” (Allen, 2006).
4. The Problem is Three-FoldFirst… 57,000 corporate failures in 1986 (Hogan, Curphy & Hogan, 1994) Incompetent leadership Changes in Labor and Market Environments Majority of organizations are unhealthy (Aguirre, Howell, Kletter & Nelson, 2005) Exhibit behaviors that resist meaningful change Inability to turn decisions into action
5. Second … Culture in America is collectively a culture of narcissism(Fullbright, 1966; Lasch, 1979, Wallis, 2005; de Tocqueville, 1838).. and a culture marked by the dysfunction of codependency (Baker & Jones, 1996; Baker & Newport, 2003). Narcissism: “a pattern of traits and behaviors that signify infatuation and obsession with oneself to the exclusion of all others and the egotistic and ruthless pursuit of one’s gratification, dominance, and ambition” (Rapier, 2005, p. 4) Codependency: “The learned habits of a dysfunctional system…compulsion to control and rescue others by fixing their problems” (Springle, 1995).
6. Third… Current Leadership and Organizational development research focuses on the bright side of leadership.
7. Insight It is from a culture of Narcissism & codependency That leaders and followers Are drawn … the heart & soul of the American organization
8. Rationale Research supports a positive relationship between leadership and organizational health (Meredith, 2007; Senge, 1990; Gini, 2004). Literature supports the leader-follower relationship as a reciprocating process (Gini). Healthy leadership begets health in organizations (Baker & Jones, 1996). The processes between leader and led are determinative (Kets de Vries, 2004). Research posits a positive relationship between organizational health and productivity (Fordyce & Weil, 1971; Aguirre, Howell, Kletter & Neilson, 2005; Kets de Vries, 2004). Individual and organizational behavior is determined by the inherent traits of an organization; behavior drives results (Aguirre, et al., 2005).
9. Purpose The phenomena of interest in this research are: The dark side of leadership as evidenced in the narcissistic leader; and The dark side of loyalty as evidenced in the codependent organization This research explores the relationship between the two through a review of the literature.
10. Methodology The methodology used in this research is the Stand Alone Literature Study and Review. Through a process of internet and library database searches, the author has compiled a range of related and relevant works form different sources including: Textbooks Scholarly journals Theses Dissertations Magazines
11. Research Questions Do narcissistic leaders foster codependency in the organizations they lead? Does codependency support or enable narcissistic leadership? Is the narcissist-codependent relationship one of cause and effect or simply two sides of the same coin? What are the traits or behaviors in U.S. organizations that identify it as ‘unhealthy’? Are those traits and behaviors associated with either phenomenon – narcissism or codependency? What are the outcomes of the narcissist/codependent relationship for the organization?
12. Narcissism in Leadership Healthy narcissism originates with the infant notion that one is the center of the world and that individual needs take priority over all others. The child matures and this notion matures into an attitude of positive self-regard and confidence. The gauge, however, between healthy narcissism and unhealthy narcissism is: The individual capacity for empathy – the ability to consider others (Goleman, 2006: Williams, 2006; Rapier, 2005).
13. Unhealthy Narcissism - Characteristics Infatuation and obsession with oneself Regular exclusion of others (unconcerned with feelings and opinions of others) The egotistic ruthless pursuit of one’s gratification, dominance, and ambition. Absence of interest in and empathy of others Eager to obtain admiration and approval from others. Compulsive need for power Prone to anger and rage – “narcissistic rage”, a reaction to feelings of helplessness due to inability to control others. Devalues others Argumentative and jealous Note: Some amount of narcissism is normal for all leaders. (Rapier, 2005).
14. Rapier (2005) Research study of 11 participants: CEO’s, chairmen, or presidents of organizations based in the U.S. Compare and contrast executive character and leadership style with character traits of narcissism. Methodology: Mixed methods of Literature review and personal interview(qualitative). Identified a ‘type of executive character’: charismatic, neurotic, driven, hubris, extremely expansive, dysfunctional, and narcissistic. An “important distinction was made between largely effective narcissistic executives who go to productive extremes and significantly flawed narcissistic executives who go to destructive extremes (p. 3). Confirmed presence and “preoccupation with dreams of glory, power, status, and prestige” presenting as “…a need to create a sense of specialness …to …regulate self-esteem”(p. 128). Postulates “methods can be developed and cultivated to understand and diminish …nonproductive and …disruptive behaviors” resulting from narcissism (p. 1).
15. Kets de Vries (2004) Individuals are not “just a conscious, highly-focused maximizing machine of pleasure and pains, but also a person subject to many wishes, fantasies, conflicts, defensive behaviors, and anxieties – some…beyond consciousness” (p. 184). Acknowledges the “plethora of highly destructive actions” of “…business and political leaders,” suggesting that “given these observations, business scholars and leaders need to revisit” questions concerning the leader as a “logical, dependable human being” (Ibid). Postulates: That the reactive narcissistic leader is caught in a legacy of “deprivation, insecurity and inadequacy” (p. 189). That organizations as systems have a life of their own, both conscious and unconscious, rational and irrational. That organizations can be psychologically healthy or unhealthy. “Organizations the world over are full of people who…unable to recognize repetitive patterns in…behavior become dysfunctional…stuck in a vicious, self-destructive circle” (pp. 187-188).
16. Codependency Paradox: while attempting to control others and situations, the codependent is actually being controlled – gaining self-worth or significance from the approval of the dysfunctional individual or system(Springle, 1993). Compulsion to control and rescue others, to ‘fix them’ and their problems. Occurs when the individual needs for love and security are not met. Three core perceptions / behaviors: Lack of objectivity Warped sense of responsibility Control (being controlled and controlling others) Enablers; without them the systems supported by them are “likely to flounder and fail” (McMillan & Northern, 1995). They often “front for, cover up, and pick up the pieces for other members of the dysfunctional system” (Ibid).
17. Codependency - Characteristics Three core perceptions / behaviors: Lack of objectivity Warped sense of responsibility Control (being controlled and controlling others) Three emotional results: Guilt Loneliness (alienation/isolation) Hurt & Anger Denial and secrecy (closed systems) are key to survival
18. McMillan & Northern (1995) Mixed methods research Data from 7 organizations in southeast U. S. over five year period. Study results and/or findings: Posits that “Codependency” is “…the creation of unholy alliances” that distort healthy interdependence and serve to impoverish all human systems. That “the cultural pressures toward codependency…were consistent across groups.” Organizations operate as miniature societies; argue that the influences on the culture are reflected in its human institutions. Codependents practiced the “art of restricted or managed communication…to suppress any message or behavior that might upset the …balance of their dysfunctional family systems” Creation of a ‘closed system’ – cutting off of outside influence
19. McMillan & Northern (1995)(continued) Three primary communicative practices of codependent organizations revealed: Limited expression of communication Indirectness – to not convey true thoughts or feelings, but to communicate what they perceive is acceptable or safe Reactive communication - externally referenced communication that is nonassertive, non –confrontational. This study posits “the organization as the enabler of the dysfunction” of codependency and communication as the vehicle of codependency.
20. Summary of Findings A review of the literature suggests a possible positive relationship between Narcissism in Leadership and Organizational Codependency
21. Outcomes for the Organization Unhealthy organizations (fordyce & Weil, 1971) Organizational codependency (McMillan & Northern, 1995) Members operate on a superficial level – look to leaders to solve problems rather than working together Thoughts and opinions of the general membership are not respected by the leadership Personal needs and feelings are secondary Members compete instead of collaborating; distrust and mean-spiritedness reigns Members withdraw or cast blame in a crisis; conflict is covert Learning is difficult; feedback is avoided or not helpful Relationships are jeopardized by self-interests; members feel alone and lack concern for one another; undercurrent of uncertainty and fear Leadership tightly controls resources and processes; demands excessive justification; allows little freedom for mistakes Innovation is not widespread or encouraged Members swallow their frustrations or refuse to play an active part in rescuing the organization Codependents in the organization practice the art of restricted communication Messages that may upset the balance of the dysfunctional system are suppressed Fosters learning disability – inability to think and interact in ways that enhance Results in a ‘skilled incompetence’ fostered by the organization Limited expression of communication Indirect communication – to not convey true thoughts or feelings but to communicate what is perceived as acceptable or safe Reactive communication – externally referenced; non assertive; non confrontational Creation of a closed system, cut off from outside influence Culture of denial, confusion, dishonesty, self-centeredness, and perfectionism Creation of ‘unholy alliances’ that distort healthy interdependence
22. Implications There is a need for balance in the study of leadership overall; a model of leadership that examines both the bright and dark sides of leadership. Especially in the leader-follower relationship identified in this study: Narcissistic Leaders and Organizational Codependency. The current discussion of leadership tends toward the glorification of leaders. “It almost seems by definition that bad people cannot be good leaders [yet] …flawed leaders are everywhere” (Kellerman, 2004). The current romanticizing of leadership gives rise to the denial of the dark sides of leadership and loyalty. Understanding the dark side of leadership is the key to understanding leadership failure (Kaiser & Hogan, 2006).
23. Final Words America needs an intervention. Organizations that emerge within this culture are replete with larger-than-life narcissistic leaders addicted to power, control, admiration, and themselves. They prey on those in relationship with them as a means of satisfying their own selfish needs. The prevalence of codependency within this culture guarantees a supply of individuals who will enable and support the narcissist as a means of satisfying their own insecurities, drawing their significance and worth from the one on whom they are codependent.
24. Spiritual Application Israel’s spiritual leaders failed to lead them properly and instead led for the satisfaction of their own personal needs and the people suffered (McIntosh & Rima, 2007). The prophet Ezekiel delivered God’s message of judgment on one such leader: “Behold I am against the shepherds, and I will demand My sheep from them and make them cease from feeding sheep. So the shepherds will not feed themselves anymore, but I will deliver My flock from their mouth, so that they will not be food for them (Ezekiel 34:10).
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