As I look into the psychodynamic approach this week, I am able to relate a previous work related experience which has shaped my life. I worked for a company for three years before the company was bought out by a much larger and successful company. At first, everything was fine, and I seemed to be the only one who was trusted by the new management, and who the new management wanted to keep. As time went on the new management brought in the team appointed by the management, and I noticed a change in how I was treated. I wasn't treated as the "right hand man" anymore. As I predicted, my hours were cut and then I was terminated. The psychodynamic approach reminds me of the type of leadership the management and owner possessed.
I do not know much about the new owner of the company, but I do know success was something anything less than craved. The owner had made success independently, and was not born into wealth. Possibly this need for success stemmed from the lack of amenities as a child. The owner was driven to succeed by the absence of wealth in childhood?
Either way, by the stories I have heard about the new owner, the "warrior" archetype comes into my mind. As lesson 3 commentary states "the warrior is goal oriented, competitive, desires strength and effectiveness, imposes thoughts to change others for their own personal gain, attacks when feeling challenged and wants money" (Lesson commentary 3, pg. 8) As I was told the new owner was stated to be "business oriented", and would not let anyone stay who wasn't making money. I was told the new owner had even terminated long term staff for not agreeing completely with what was said. Apparently, the new owner wanted to be seen as strong and respected.
In addition, I noticed how the owner imposed similar thinking upon the management which was hired. All of the management expressed the same way of thinking as the owner, and would terminate long term staff for petty reasons. Not only did the owner impede this way of thinking on the management, but I also too started to feel the same way the management did. I would look at the terminated staff as slackers, not have remorse for their termination and believed that it was necessary to terminate these individuals. As I look back now, I see I was treated as if I was part of the team to only help the management until other personnel were able to be hired. The owner not only had strength and effectiveness with instilling thoughts and ideas into management, but easily these ideas to new staff.
Lastly, the contingency model from lesson 6 (2013) states "low-LPC leaders are motivated by the task, meaning that these leaders gain satisfaction from task accomplishment." In addition, the leaders are not motivated by relationships in the workplace. The new owner definitely was not motivated by relationships in the workplace, and did not even hold long term work relationships high. The new management did not hold relationships high as well, due to pretending to be friendly to me to only gain more help till further staff was hired.
After this experience I am not as naive as I once was. I now see people are driven by success, money and will impose their ideas to anyone for own personal gain.
Lesson 3 commentary: Psychodynamic approach (pg. 8, 2013) https://courses.worldcampus.psu.edu/fa13/psych485/002/content/03_lesson/08_page.html
Lesson 6 commentary: Contingency Theory (pg. 6, 2013)