ABSTRACT
This chapter provides a grounding in the principles of psychology relevant to leadership, something far from ‘common sense’, yet helps avoid demotivation, disruptive behaviour, unproductive effort, and game-playing which plague many work situations. First, the differing expectations of leadership in different cultures and its psychological basis are explored, followed by a discussion on dignity and its relation to trust, commitment, and engagement (in communities as well as staff). Modern understanding of motivation theory and practice is reviewed including what leaders can do to bring out the intrinsic motivation of people. This chapter emphasises the importance of followership. Sources of power are an important element in relationships with staff, and the reader can identify the power sources which they utilise and the advantages and pitfalls of each. Techniques of influence are described and how a leader’s humility and sense of reality enable more constructive dialogue with staff and stakeholders to achieve better solutions and outcomes. Finally, some basic models of psychological links between attitudes, controls, and behaviour are explored with guidance on how to use (and not to misuse) these phenomena to build trust and understanding. Team dynamics and the role leaders take in developing a team are detailed.
