Understanding leadershipJanuary 22, 2016

Understanding leadership – Part 19: Humanistic image of humanity

In posts 15–18 I explored images of humanity that shaped leadership thinking for a century. Depending on how I see "people", I will behave toward them. No toolkit from leadership training helps—my inner attitude will show. As we say: what goes around comes around. We construct each other at work, at home, on the motorway; we clash and use others to mark our boundaries—and get what we expected. In companies: the boss constructs the staff he deserves, and vice versa. To rise above automatic mutual social construction we must reflect on our inner attitude. A positive image helps—e.g. McGregor's Theory Y (see post 18). More comprehensive is humanistic psychology's image of humanity, which I highlight here. It developed from the 1950s and underpins productive leadership today, rooted in existential philosophy on how a person can be. Goethe already urged:

"Treat people as if they already were what you want them to be— that is the only way to make them so."

Humanistic psychology encourages seeing the world as each person experiences it. There is no ideal state we strive toward by nature; we must daily make choices and commit to our goals. I find myself not only within but in interaction with others. Deciding, acting and taking responsibility are existentially meaningful. Leadership literature largely agrees this image is a sound basis for leadership (cf. Gührs/Nowak 2002). Humanistic psychology has four pillars (cf. Völker 1980): 1. People follow goals and meaning: Loss of meaning is felt as life crisis. Behaviour often unconsciously pursues a goal—ask "what for?" not only "why?". When something unpleasant happens, ask: "What is good for me in this?"

Example: A manager takes on more work because no employee can do it precisely enough. He overextends himself; his health suffers; he feels a victim of incapable staff. What purpose does this serve? Perhaps feeling important and irreplaceable—among the strongest human needs.

2. People strive for autonomy and interdependence: People develop responsibility for their behaviour and strive to be distinct individuals, yet also need to belong to a community. Between self-realisation and social relatedness we find our place only through communication with others.

Example 1: Before a long trip abroad we leave loved ones at home—joy of freedom and adventure, yet grief at parting. Example 2: We look forward to an exciting team project—then also to sitting alone at our desk again.

This tension keeps us capable of change and life vivid. 3. People strive for self-realisation: In dealing with people and things we constantly experience ourselves as competent. Strengthening communication skills aids self-realisation—the unfolding of our possibilities, which requires leisure to discover them and courage for new challenges. Try things out and learn about yourself. 4. Holism: Humans are seen as whole beings—unique, biological, psychological and social unity. At work staff inevitably bring feelings and private motives; they cannot purely see things "objectively". Holism includes taking psychosomatic links seriously. Folk wisdom says:

"I've had enough", "something got under my skin", "that doesn't bother me", "that hits my kidneys", "that gives me a headache", "that turns my stomach".

If we accepted and internalised such an image we would learn about ourselves, understand others better and build new trust. In companies we could build a culture of trust in our sphere: trust works!

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Understanding leadership – Part 19: Humanistic image of humanity

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