Week Five Overview Assignment Due Date Format Grading Pe ✓ Solved

This week students will: 1. Describe the four personality types of Freud/Fromm; identify the types that best describe your personality and the characteristics you find most beneficial. 2. Discuss the glass ceiling and explore its impact on women. 3. Evaluate the leadership style used given the strategy and key environmental drivers. 4. Analyze your individual leadership style and effectiveness using the psychodynamic approach.

To participate in the following Discussion Forums, go to this week's Discussion link: 1. Personality Types: Define/describe the 4 personality types of Freud/Fromm. Which of these personality types do you feel best describes your own personality? Describe a productive and unproductive version of your personality type. 2. Glass Ceiling: Define and describe the glass ceiling. Summarize the reports/research results of the glass ceiling's impact on women. 3. Metropole Services: In reviewing the case study, address the following questions: What are the key issues within the case? Why might Jairam's team be excluding her from important client meetings? What steps could she take to correct this situation?

Paper For Above Instructions

Understanding personality types has long been a subject of interest in psychology, especially within the framework proposed by Freud and Fromm. Their theories categorize individuals into distinct personality types that shape behavior, leadership, and interpersonal interactions. By understanding these concepts, individuals can gain insights into their own personality traits and improve their leadership effectiveness. This paper aims to describe the four personality types proposed by Freud and Fromm, detail personal reflections on these types, and analyze the implications of these personality types on leadership. Additionally, we will discuss the glass ceiling phenomenon, its repercussions on women's leadership roles, and finally explore a case study on Anita Jairam at Metropole Services.

Freud and Fromm’s Personality Types

Freud and Fromm identified four primary personality types: the receptive type, the exploitative type, the hoarding type, and the marketing type. Each of these personalities manifests distinct behaviors, coping mechanisms, and traits.

The receptive type is characterized by a passive approach; these individuals are nurturing and open to receiving help from others. They are often empathetic and supportive but may struggle with self-assertion. The exploitative type, on the other hand, tends to take advantage of others to achieve their goals. They are persuasive and determined but can be manipulative and lack integrity.

The hoarding type embodies traits of conservativeness; these individuals tend to hold on to things, ideas, and people, hoarding for fear of loss. They may show great commitment but can become stagnant or resistant to change. Finally, the marketing type is characterized by adaptability; these individuals are often charismatic and persuasive, thriving in social environments. They excel in positioning themselves advantageous to others’ needs.

Reflecting on my personality, I identify most closely with the receptive type. I find that my capability to empathize and support others provides a basis for strong interpersonal relationships. One beneficial characteristic is my ability to listen and provide emotional support in team settings, fostering a positive atmosphere. However, a less productive manifestation of this type is that I may become overly dependent on others for validation. This dependency can hinder my decision-making, particularly in leadership contexts when a firm stand is necessary.

The Glass Ceiling

The glass ceiling refers to the invisible barriers that prevent women from attaining top leadership positions in organizations. Despite significant advancements in gender equality, women often encounter challenges such as discrimination, societal expectations, and stereotypes that undermine their capabilities as leaders.

Research suggests that the glass ceiling not only affects women's careers but also impacts organizational dynamics by excluding diverse leadership perspectives. For instance, studies have shown that leadership styles vary widely among genders, with women often adopting more collaborative approaches which can enhance organizational performance (Sussan, 2006; Downey et al., 2006).

Having observed cases of the glass ceiling, I recognize specific barriers faced by women in leadership roles. For example, a former colleague of mine struggled for recognition despite her qualifications. She often spoke of how her ideas were overlooked in meetings dominated by male voices, illustrating the glass ceiling's persistent effects on professional engagement and advancement opportunities.

Case Study: Anita Jairam at Metropole Services

The case study of Anita Jairam highlights several key issues, particularly those concerning team dynamics and exclusionary practices. One major concern is the exclusion of Jairam from critical client meetings, raising questions about the team culture and its approach to diversity.

Possible reasons for her exclusion could stem from unconscious biases or the reinforcement of traditional gender roles within the team. To address this situation, Jairam could initiate open dialogues with her colleagues, emphasizing the value of diverse contributions and requesting understanding of her insights. Implementing regular reviews of meeting protocols to ensure inclusivity and representation may benefit the team overall.

Conclusion

In conclusion, understanding personality types and their effects on leadership is crucial for both personal and organizational development. Awareness of how we lead, the barriers we face (like the glass ceiling), and case studies such as that of Anita Jairam can help foster better leadership practices. By leveraging this knowledge, individuals in leadership positions can create inclusive environments that value diverse perspectives and enhance overall effectiveness.

References

  • Appelbaum, S., Audet, L., & Miller, J. (2003). Gender and leadership? Leadership and gender? A journey through the landscape of theories. Leadership & Organization Development Journal, 24(1/2), 43-51.

  • Downey, L.A., Papageorgiou, V., & Stough, C. (2006). Examining the relationship between leadership, emotional intelligence and intuition in senior female managers. Leadership & Organization Development Journal, 27(4), 250-266.

  • Dulewicz, V., & Higgs, M. (2003). Leadership at the top: The need for emotional intelligence in organizations. International Journal of Organizational Analysis, 11(3), 163-185.

  • Humphreys, J., Zhao, D., Ingram, K., Gladstone, J., & Basham, L. (2010). Situational narcissism and charismatic leadership: A conceptual framework. Journal of Behavioral and Applied Management, 11(2), 172-189.

  • Jogulu, U.D., & Wood, G.J. (2006). The role of leadership theory in raising the profile of women in management. Equal Opportunities International, 25(4), 760-778.

  • Sussan, A.P. (2006). Management by emotion (MBE). Competition Forum, 4(2), 192-198.

  • Weyer, B. (2007). Twenty years later: Explaining the persistence of the glass ceiling for women leaders. Women in Management Review, 22(6), 422-434.

  • Strategic Direction (2008). The world needs women leaders: It is not the glass ceiling that prevents women from achieving leadership roles. Strategic Direction, 24(3), 27-29.

  • Higgs, M. (2003). The mind of the leader: The emotional intelligence dimension. Leadership & Organization Development Journal, 24(4), 194-208.

  • McKinsey & Company (2020). Women in the Workplace 2020: Executive Summary. McKinsey & Company.