Management Style and Parent - Ego II
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- Parent Category: Persönliches Wachstum
- Category: Persönliches Wachstum
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On the other hand, the Nurturing Parent Ego as manager or leader tends to be much more positive, and even indulgent. Employees and team members receive more positive "strokes" and feedback, although decision-making and power to define projects and guidelines will probably still be highly centralized.
Attila the Hun and Mr. Rogers will both face a common challenge when it comes to consensus among employees or team members. The Critical Parent Ego as manager creates an enforced consensus through fear, intimidation, and threats.
The problem he or she faces is that this type of conformity pressure is external, and not internally "owned" and embraced by the team or subordinates. Therefore, motivation and productivity levels will be low, and in need of even more threats and harangues to keep the wheels turning.
The Nurturing Parent ego as leader may be much more adept and comfortable in gathering input and building consensus with his or her team, yet the consensus they build and the resulting conformity pressure to reach the goal may be every bit as artificial and ineffective as the "word on high" from Attila the Hun.
Feedback from team members who have received only partial or selected information leads to consensus that does not have real value. Consequently, the conformity pressure that can keep a team moving towards the goal lacks real "bite", and may prove unsustainable.
The more flexible limits of the Nurturing manager or leader create an environment for more personal growth among staff and members. But if the leader is too inconsistent in rewarding achievement or too undisciplined in harnessing extremes, the potential gains of personal growth may be squandered. Both Attila and Mr. Rogers have some growing to do; maybe they should meet for coffee and exchange notes!
(continued from part I)
