Evidence in Action – How Business Psychologists are having an impact:

After delivering a very well-received development programme for emerging leaders, we reflected on the question: What was the game-changer with this group of people? As we often find, the shift in people was felt when we were encouraging participants to look more deeply at the psychology of their leadership.

We notice that one of the most powerful psychological approaches we incorporate is based on Eric Berne’s (1972) Transactional Analysis (TA). The “blocks and drivers” framework, developed from Berne’s concepts, (Kahler and Capers, 1974) specifically focuses on core beliefs and how they influence behaviour. We find it helps leaders examine the underlying motivations and barriers that shape their leadership style.

After exploring mindsets and core beliefs with our programme participants, we are struck by the changing atmosphere in the group: deeper reflection; understanding & ‘aha’ moments; usually stillness; emotion. Soon afterwards, we encourage goal setting, so that new feelings and insights within people’s grasp are held and usefully applied.

For instance, consider Sara, a new manager who struggled with micromanagement due to her “Be Perfect” driver and a block rooted in a fear of failure: Through facilitated small group conversations, Sara identified and reframed these beliefs. She worked on using a more empowering and trusting leadership style and returned to later sessions with evidence of the positive impact that these adjustments had on her team’s performance and her own productivity.

Using TA, we help individuals see how their beliefs and mindsets play a crucial role in shaping their leadership style and effectiveness. However, we are aware of the limitations of using Berne’s ideas. It’s based on psychoanalytic therapy with less scientific evidence about its effectiveness in creating behaviour change than, say, cognitive behavioural therapy. We also know that introducing therapeutic-based ideas to leadership groups needs a high level of facilitator skill, care and clear boundaries. Nonetheless, of the approaches we typically use in leadership development, we observe that TA is powerful in enhancing self-awareness and growth. Participants achieve deeper insights and understanding of their less conscious reactions and tell us they feel more choice about their responses.

Kate Williams and Jonty Leicester are Business Psychologists who support organisations in developing their leaders and teams.