Critical Appraisal of Strengths and Weaknesses of Boyatzis’s Intentional Change Theory

Heinz Kohut created the Self Psychology integrative model. He believed there are three strong needs which has to be met for a person to be fully developed. First is the need to be “mirrored”, then the need to idealize, and the last is the need to be like others.

There are things that can better contribute to having a better self-concept “is an internal process, it is learned, maintained, and can change through interpersonal communication” (Bevan, J.L. & Sole, K. 2014).

The purpose of this learning journal is to demonstrate the development of my learning and understanding of the importance of self-awareness in relation to leadership. In order to pursue my personal growth and career development I have kept a record of collection of ideas throughout the entire class in order to improve my leadership quality to achieve my desired goals by maximizing my strength and minimizing the weaknesses. Hence, in this journal I have chosen the four areas of leadership which influence my interpersonal relationship as a leader.

A factor that causes important changes in a person’s life is when one experiences the self-realization

* Learners’ personal effectiveness. Where gaps are identified they need to be addressed within individual learning plans

Leadership is the elaboration of group inspiration. One person entrusted as leader can implore the aid, and support of supporters in the accomplishment of a common mission. According to Gurdjian, Halbeisen, and Lane “Becoming a more effective leader often requires changing behavior. But although most companies recognize that this also means adjusting underlying mind-sets, too often these organizations are reluctant to address the root causes of why leaders act the way they do” (Gurdjian, Halbeisen, and Lane, 2014) However, today abundant businesses engross importance on the improvement of leaders. Some of the ultimate leaders were formerly followers, such as in instructive businesses. One aspect as leaders many have to contemplate in striving

Since the moment one is born, until one’s life comes to a halting end, he or she is always in a quest to find his or her self. Clearly, the concept of self is rather complex. Humans are different entities, with varied views on the world, which is what makes the universe such an interesting place. Of course, people are born with certain characteristics that become the bases for who he or she is. Yet, the components that fall under the self, such as, self concept, self knowledge, self esteem continue to change. Interestingly enough, the self falls under a specific spectrum. When he or she is young, he or she can merely recognize him or herself. Therefore the self is lost. However when he or she begins school the self he or she fall under one of the two

Self-evaluation or “self-leadership” (Runn, 2011) forms a critical part of a leaders repertoire and some key blocks of the foundation for this persons leadership. If someone can ultimately say that they fully understand themselves, they will find it much easier to understand others around them.

This paper will highlight the world's leading psychologist's thinking and research towards leadership who examined leadership as the psychological process (Bligh and Meindl, 2005) .This paper will cover the diversity of topics covered in this field including; psychological concept of leadership; major key psychological theories underpinning leadership behavior, power and influences; cognitive process that categorize individuals as leaders and

According to Showry and Manasa, the heart of human behavior in management is being self-aware. A manager must be aware of self, experiences and people’s impact on self. A good leader must understand his or hers own values, beliefs and interior/external motivations. Self-awareness makes a person in a leadership position look at their developmental needs realistically. An effective manager must have an internal sense of self and must be in touch with their values, characteristics, traits, strengths and weaknesses. Finally, to be a good leader one must have determination to shape their life by setting goals and building a team to accomplish these goals over time. Those who do not follow or are tentative about this process remain directionless and an ineffective manager and leader. Leaders should also have a

According to organisational behaviour by McShane, leadership is defined as influencing, motivating and enabling others to contribute towards the effectiveness and success of the organisation of which they are members (page 382, McShane).Becoming an effective leader depends on the leader’s leadership style. Successful leaders have vision and charisma, also the leader should have an ongoing personality, talkative, careful and self-disciplined. The leader must also have self-concept

In the article “Searching For The Self, And Other Unicorns,” Peg O’Connor states it is important to improve ourselves and understand who we are by discovering our relationships with others and the world. She also states how books are always there for us to help what to do in life but it makes people “authentic self”. O’Connor states how self absorbed people are only concerned with what affects them but what not that useful (51). She also asserts how identity is the most important thing to us and we only care about that and it doesn't help us find who we are or our true identity. O’Connor points out how no one really perfect and it is always a work in progress (51). O'Connor describes how important it is to look outward toward surroundings

The first approach to self-schema development we will evaluate is Self-Discrepancy Theory (SDT) (Higgins, 1987). In this theory self-schemas develop to drive the actual self (who somebody is now) towards the ideal self (who somebody wants to be) and the ought self (who somebody should be according to others). Reflected appraisals build a network of the actual self, and this knowledge is used to move towards the ideal and ought selves. Discrepancies between actual and ideal result in dejection, and discrepancies between actual and ought result in agitation (Higgins, Bond, Klein, &

In fact, this theory proposes that, “to live is to feel inferior” (Mosak 1995). However, when the individual begins to act inferior rather than feel inferior, the individual is engaging in “discouragement” or the inferiority complex (Mosak 1995). “To oversimplify, the inferiority feeling is universal and ‘normal’; the inferiority complex reflects the discouragement of a limited segment of our society and is usually ‘abnormal’” (Mosak 1995). This theory views the healthy and “ideal” individual as one who engages in life experiences with confidence and optimism. “There is a sense of belonging and contributing, the ‘courage to be imperfect,’ and the serene knowledge that one can be acceptable to others, although imperfect” (Mosak 1995).

Self-leadership is defined as the process people influence themselves to establish self-direction, self-management, and self-motivation (Neck & Manz, 2010).