Gender Diversity is Authentizotic
It is interesting that last week we read a book by a family therapist that incorporated a number of psychological theories and concepts, and this week we are reading The Leadership Mystique by Manfred Kets de Vries, a book by a man who extensively studied the areas of psychoanalysis, psychotherapy, cognitive theory and dynamic psychiatry.[1] It seems that these two books are not the only ones that are relying on the psychology of humans to better understand what makes the leader and their leadership effective. It is also helpful to know that my education and work in this field for the past twenty years will be extremely helpful in understanding leadership and coaching others on the subject. The author does an excellent job of identifying what makes a leader and an organization healthy and how organizations and companies can be different. I like how he talks about the fact that “work doesn’t need to be stressful”, and that it can “be an anchor of psychological well-being, a means of establishing identity and maintaining self-esteem.”[2] I don’t know too many people who would describe their place of work in this manner. Most people feel like they must armor up for battle before they go into work due to the harsh environment they are expected to perform in. He continues reiterating “if healthy work is to happen, organizations need to be invested in psychological meaning.”[3] More companies are hiring corporate psychologists to make efforts in this area, but the author reminds us that this kind of health needs to start with us leaders individually.
When talking about the best companies to work for, the author lists some of the top 100 companies from the employees’ perspective. He says, “the companies high on the list went to great lengths to create a humane corporate culture that would affect mental health positively.”[4] Here that focus on mental health comes up again not just as a characteristic of a healthy organization, but also as one that causes employees to have a higher satisfaction and desire to stay working for a particular company. Many of these cutting-edge companies have been criticized for spending too much money on employee comforts or for making too many accommodations for people’s lifestyle needs and preferences (ie: bringing dogs to work, nap pods, flex schedules, gyms, video games, coffee shops, etc.). These are the things that make employees feel like they matter and what the author is talking about when he says “a humane corporate culture”.
Like Friedman, Kets de Vries also focuses on the health of the individual to determine the health of the organization. He states, “One way of getting answers to questions about what makes an organization an exciting, vibrant, and satisfying place to work is by looking at what makes for a well-functioning individual.”[5] I am starting to notice the theme of self-actualization, self-differentiation, self-awareness, and other versions of self-focus in many of the leadership books we are reading. This seems to follow the principle that a leader can’t impart to others what she doesn’t have herself, and the strength of the team is only as strong as the leader. One of the ways we do this as leaders is by increasing our emotional intelligence (EQ). In fact, even this book continues this theme by stating that “without the self-awareness that emotional intelligence brings, it’s very difficult to manage other people.”[6] I have a hope and a vision that someday every school in America will not only focus on the IQ of the student, but also seek to develop and teach a value for the EQ.
The section on motivational need systems was fascinating to me because it resonated with the needs of the clients who sit in my office every day. The author states that “motivational need systems are the driving forces that make people behave the way they do.”[7] I also love how he talks about the script of our “inner theater” and how it is based on the motivational need systems. He identifies 5 basic motivational need systems…the first three, he says, only impact the workplace peripherally, but the last two powerfully impact the workplace directly:
1 – Physiological requirements
2 – Need for sensual enjoyment
3 – Need to respond with antagonism and withdrawal
4 – Need for attachment/affiliation
5 – Need for exploration/assertion[8]
He also reduces these last two down to the meta-value of love and community and the meta-value of enjoyment and fun.[9] Once again, these correspond directly with a therapy model I use often by William Glaser called Reality Therapy, in which five primary needs of every individual are identified as:
1 – Survival
2 – Power
3 – Freedom
4 – Love and Belonging
5 – Fun[10]
I’m sure you are not surprised that I incorporated the section about gender into my blog. Instead of adding a ton of my own words to the author’s as I usually do, I thought I would let his words stand alone as an affirmation of why I have chosen this topic to champion. First of all, I got a real kick out of his humor with his inclusion of the…“Are you a ‘real’ man (or woman)? Quiz”[11] Following this, he gives his explanation of why the gender gap exists. “There are many explanations given for the gender gap in business…A more controversial answer sometimes given is that many men, in their heart of hearts, are scared of women. Some are, certainly. I know quite a few men who feel comfortable only with other men; they can’t be at ease in the company of women. Women, contrariwise, are more likely to feel comfortable with both men and women.”[12] The author feels that mentoring is a necessary form of leadership development, and he states that men have a hard time taking on this mentoring role, for fear of reactions from their wife and fear of being accused of sexual harassment. “Clearly, then, there’s an enormous amount of ambivalence about male–female interaction, and that ambivalence can lead to the subtle discrimination that undergirds the infamous glass ceiling. Discrimination is bad enough on its own, but from a purely economic point of view it’s not in the best interests of the company either. Diversity, as I’ve indicated before, makes for richer decision making and more creative problem solving. In fact, it’s a prerequisite of authentizotic organizations.”[13] These quotes are a validation of my work and I love how he lists gender diversity/balance as a needed quality of authentizotic organizations. It is about time we do what is needed to close that gender leadership gap that has been in our country far too long.
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[1] Manfred Kets De Vries, The Leadership Mystique: Leading Behavior in the Human Enterprise, 2nd ed. (Harlow, England; New York: Prentice Hall/Financial Times, 2006), vii.
[10] https://www.psychologytoday.com/us/therapy-types/reality-therapy
[11] Manfred Kets De Vries, The Leadership Mystique: Leading Behavior in the Human Enterprise, 2nd ed. (Harlow, England; New York: Prentice Hall/Financial Times, 2006), 258.
About the Author
Jake Dean-Hill
Currently a Marriage & Family Therapist in private practice. Ordained minister with 10 years of prior full-time church ministry experience and currently volunteering with a local church plant. Also working with companies as a Corporate Leadership Coach.12 responses to “Gender Diversity is Authentizotic”
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Great post, Jake!
Many companies are spending billions of dollars on consulting and looking to outside experts to aid their inner circle. A friend of mine makes close to 6 figures per meeting and flies around the world consulting with different companies on leadership. For many, this seems like a waste of resources and time. After all, why should companies strive to create environments that work well for their team members? Isn’t it all about the product?
One of my favorite quotes from The Leadership Mystique was one by Jack Welch, which read, “An organization without a future is an organization that has its face toward the CEO and its ass toward the customer” (Kets De Vries 2006, 55). You mention that, “Many of these cutting-edge companies have been criticized for spending too much money on employee comforts or for making too many accommodations for people’s lifestyle needs and preferences (ie: bringing dogs to work, nap pods, flex schedules, gyms, video games, coffee shops, etc.). These are the things that make employees feel like they matter…” Well said.
This type of concern and integration is becoming more common; however, a lot of leaders are meeting it with resistance because they see it as a generational preference instead of an effective leadership choice. This type of organizational leadership came into existence on the heels of Millennials demanding different work environments. How can we create spaces within the church and companies that create, as you say, ‘a humane corporate culture’?
Thanks so much for your affirming feedback Colleen. I do think it is interesting how much companies are spending on leadership consulting and I do think the successful companies will be the ones that put time and money into thinking outside the box when it comes to the work environment. I think community spaces is a start, bringing more fun, playful aspects into the workplace and being less rigid and intense and more affirming and positive.
Hi Jake,
Love it! This week we are once again in your wheelhouse. We all appreciate your experience and knowledge on these topics.
There was one part of the Author’s work that I did not get my mind around. Could you help me?
Under the 5 basic motivational needs, #3 is the “Need to respond with antagonism and withdrawal.” I don’t get it. Seems the opposite of what we should be doing…
And Happy Thanksgiving to you and all yours!
Thanks Jay. Motivational need #3 deals with a person’s need to say “no” and avoid certain adverse situations and have the freedom to avoid danger or emotionally unsafe people or circumstances. It is not talking about isolating and withdrawing from people or being antogonistic just for fun. Hope this helps and Happy Thanksgiving to you and your family as well!
This is really helpful, Jake. Thank you for adding your wisdom and expertise to your reflection. This was particularly helpful for and something I would like to consider, since I have never considered the workplace as a place of sanctuary: “work doesn’t need to be stressful”, and that it can “be an anchor of psychological well-being, a means of establishing identity and maintaining self-esteem.” I am not sure how to do that when there are so many external forces at play. But even more, the five needs you listed are so good and meaningful for me that I will want to measure my life against those categories…especially fun (I’m a total 7)!
I am with you Chris, play is my favorite need as well even though I am a 3
Jake,
Aren’t you loving these psychology inspired texts? It makes me feel like the leadership knowledge we’re gaining has a core of social work and systems theory. You took a very similar angle with women in leadership – aren’t you impressed that the author had such a healthy lens around gender issues? Thanks for such a great blog. Do you plan to keep this book in your leadership must haves?
YES, these books are right in our wheelhouse and I did appreciate his inclusive view on women, and I’m glad to have a partner in crime when it comes to women in leadership. Yes this book will definitely be added to my leadership top shelf books. Have a Happy Thanksgiving!
Jake, I like where you went with your post and I am going to look up those texts on authentizotic and the mentoring of women by men when I get my book. 🙂 Have you found there to be a real fear of women by men? If so, have you seen men overcome it and how so?
Thanks Trisha, In some ways I see increased fear as a result of the #metoo movement, but I also see men blaming fear on why they can’t mentor women. The Billy Graham rule has perpetuated this and allowed men to have a lazy excuse for not respectfully mentoring female leaders. Most men who overcome this are outside the church or have very secure wives and a healthy respect for women and healthy boundaries. How about you, have you seen any men navigate this well?
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