Based on Directive
Communication Psychology

Directive Communication™ is a training and Organisational Development psychology developed by Arthur F. Carmazzi that affects how people act and react in groups that is designed to cultivate high performance cooperative work cultures and leadership within an organization.

Based on Directive Communication Psychology

Leadership
Characteristics

In the changing face of business with mixed cultures, instant global communication and social networks…

…will your current leadership skills be enough to still be effective?

Leadership Characteristics

Organizational Development Applications

Environmental Leadership is not about changing the mindset of the group or individual, but in the cultivation of an environment that brings out the best and inspires the individuals in that group.

Organizational Development Applications

Leadership questions? Ask Arthur…
Leadership Books Identity Intelligence

In a world where information travels faster than ever, the expectations of work and leaders have changed significantly in just a few years, and with those expectations, the emotions and motivations that move us to greatness also affect our effectiveness and our longevity in a job.

When people’s emotional needs are being met on outside of work on diverse plains of social networking, productivity tools, and fast, easy interaction and information transfer across the globe, a new form of leadership must be applied. A psychological form of leadership called “Environmental Leadership”.

Each individual has various environments that bring out different facets from their own Identity, and each facet is driven by emotionally charged perceptions within each environment… The Environmental Leader creates a platform through education and awareness where individuals fill each other’s emotional needs and become more conscious of when, and how they affect personal and team emotional gratifications. This is accomplished by knowing Why people “react” to their environment instead of act intelligently.

Environmental Leadership is not about changing the mindset of the group or individual, but in the cultivation of an environment that brings out the best and inspires the individuals in that group. Environmental Leadership is not about changing the mindset of the group or individual, but in the cultivation of an environment that brings out the best and inspires the individuals in that group. It is not the ability to influence others to do something they are not committed to, but rather to nurture a culture that motivates and even excites individuals to do what is required for the benefit of all. It is not carrying others to the end result, but setting the surrounding for developing qualities in them to so they may carry each other.

The role of a Leader has been transformed to an individual or group who can instill passion and direction to a group and the dynamics of that group. This leader implements a psychological support system within a group that fills the emotional and developmental needs of the group.

How can I create a higher level of engagement and accountability/ownership within my team?

Dominic | 2008-10-13 13:55:09


Emotional Drive Aplication of human driver Environmental Leadership

Each human being has selfish emotional motives for working, some are as simple as "survival" and anything else is a bonus. For a leader to engage accountability and ownership in a group, you must first know that people do NOT want more money, they want what they think money will buy. The real factor for engagement in the personal and selfish "Emotional" gratification each person gets. While there are many factors a leader must consider, let me give you the most important: Stop Need Sucking!

What does that mean to a Leader?

In group dynamics, each individual will have specific emotional drivers and needs that motivate them as explained above. While individuals do have different priorities of these needs, and may fulfill them differently, the needs are the same.

In a closed environment such as a department, a small company or a project group, leaders sometimes accidentally take these away from others. When a leader fills their own emotional needs first, they take away fulfillment from others. For example: if a leader takes too much control, they are taking away the gratification of being in control from someone else...

Three common emotional drives and needs that are sucked are:
1.            Feeling recognized, significant, important
2.            Feeling secure and in control
3.            Feeling of diversity and variety
When our basic emotional needs are taken away, we use our "Reptilian Brain", and React like lizards, instead of acting intelligently. This happens often in organizations such as:

             Someone takes more credit than they should
             Someone makes decisions that affect you and you cannot do anything about it.
             Someone doesnt at least acknowledge your efforts or ideas because they think THEY know better.
             Someone takes all the fun and diverse projects or tasks and leaves you with the mundane jobs.

The leaders and subordinates who do this are the Need Suckers in an organization

What`s the solution?

First, remember that most Need Suckers dont know they are doing it, so when you tell someone, for example, "I dont have time for this", what needs are you taking away? Is there a better way to handle it?

Second, now that you are aware of Need Sucking , DON'T DO IT!

Arthur | 2008-10-13 14:12:47


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putu | 2009-09-30 23:39:35


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