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Write a 7 page essay on Applying Psychology to Enhance Leadership, Ethical Decision Making, and Relationships.Download file to see previous pages... Concurrently, our attention span or focus has a ten
Write a 7 page essay on Applying Psychology to Enhance Leadership, Ethical Decision Making, and Relationships.
Download file to see previous pages...Concurrently, our attention span or focus has a tendency to be quite weak when we eat (Strongman, 2003). Nevertheless, the psychological impacts of tasks are not one-sided, but rely on their organized connection to everything else we perform. For instance, the intense impacts of friendship on the quality of our experience indicate that devoting our intuitive ability in building and maintaining relationships is an effective means to enhance our life’s quality and meaning. Even the flaccid, shallow exchanges at a nearby restaurant can thwart depression. However, for genuine value and meaning, it is vital to build and sustain relationships with individuals whose ideas are rational and motivating and whose dialogues are thought-provoking. I will discuss in this paper the importance of psychology in three of my most common activities, namely, leading people, making ethical decisions, and making friends or sustaining relationships Leading People In theory, in order to make sense of why and how we perform tasks in a distinct manner it is important to gain a psychologically sound knowledge of a leadership approach through understanding ‘irrational meanings and causes’ or, psychological patterns and events that do not conform to rational principles (Ilies, Judge, &. Wagner, 2006). These aspects reveal motives or needs at the mind’s motivational center. Usually referred to as the ‘dynamic unconscious’, this sector of cognitive functioning is assumed to include protective and wishful drives in opposing but dynamic patterns (Ilies et al., 2006, 2). The protective and spontaneous motives of such a pattern affect motoric functioning and conscious practice. However, vital components in this pattern are still outside the conscious understanding of the person (Ilies et al., 2006). According to Messick and Kramer (2005), these profoundly unconscious dynamics entail greater unconscious information and concept processing. Unconscious active variables result in inconsistency and, at times, dissonance. For instance, from a structural paradigm, low self-esteem is only an indication of strongly embedded conflict rooted in a person’s suppressed desires, anxieties, and immature whims (Messick &. Kramer, 2005). Leaders who are incapable of coping with career frustrations may consequently become unsuccessful because they fail on unsettled inconsistencies at the core of their experience with frustration. Unconscious active variables normally bring about the challenges numerous leaders have in coping with the anger of other people and of their own selves (Messick &. Kramer, 2005). Attempts to pacify emotions of guilt and failure to cope with anger may result in irrational actions or behavior. These irrational patterns can have damaging impacts on a team or organization, such as unreasonable reliance of leaders and followers on each other (Ilies et al., 2006). Nevertheless, majority of empirical explanations of leadership do not address unconscious and irrational motivational variables. Cognizant thinking is frequently viewed as uncomplicated and evident task, stemming from a position of absolute self-consciousness and complete self-will (Ilies et al., 2006).
