powerpoint presentation

1. Henry Murray: Personology

4. 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.

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

7. PRINCIPLES OF
PERSONOLOGY

8. • 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.

9. 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.

10. 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.

11. 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.

12. 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.

13.  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.

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

15. DIVISIONS OF PERSONOLOGY

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

18. 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

19. 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

20. 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

21. 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.

22. 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.

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

24. 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.

25.  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.

26. 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

27. 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.

28. 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.

29. 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.

30. 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.

31. 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.

33.  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.

34.  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.

35. Big 5 Personality Traits
Openness
Represents how willing a person is
to try new things
Conscientiousness
Refers to an individual's desire to
be careful and diligent
Extroversion
Measures how energetic, outgoing
and confident a person is
Agreeableness
Refers to how an individual
interacts with others
Neuroticism
Represents how much someone is
inclined to experience negative
emotions

36. 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.

37. 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.

38. 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.

39. 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.

40. 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.

41. LEADERSHIP

42.  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.

43. 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.

44. What Are the Different Types
of Leadership?

45. 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.

46. 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.

47. 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.

48. 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.

49. What Are the Qualities of a Good
Leader?

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

51. 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.

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

53. 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.

54. 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.

55. 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.

56. 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.

57. 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.

58. 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.

59. 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.

60. 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.

61. 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.

62. Leadership, Values and Attitude

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

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

65.  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.

66. Leadership Behavior?

67. Be honest.
 A good leader must also be
a good follower

68. 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.

69. 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.

70. 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.

71. 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.

72. 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.

73. 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.

74.  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.

75. Thank You!!!