LEADERSHIP COMMUNICATION

Sample Solution

 

This paper explores how the Johari Window and Transactional Analysis concepts can be applied to address common scenarios faced by leadership development coaches.

Scenario 1: Disgruntled Employee and Critical Supervisor

Transactional Analysis (TA):

• Supervisor: "Critical Parent" role. They express disappointment and focus on the employee's mistakes ("fifth time"). This is a judgmental and potentially controlling approach.

Full Answer Section

     

• Employee: "Victim" role. They feel singled out and respond defensively ("Bob, Carol, and Ted"). This role avoids responsibility and deflects blame.

Solution: The coach can encourage the supervisor to adopt the "Adult" ego state. This involves a calm, objective approach that focuses on problem-solving. The supervisor could privately address the tardiness, expressing the impact it has on work and offering solutions (e.g., earlier start time or exploring the cause of tardiness). Scenario 2: Open Employee and Supportive Supervisor Transactional Analysis (TA):

• Supervisor: "Adult" ego state. They provide constructive feedback, acknowledging both strengths and areas for improvement. This facilitates growth.
• Employee: "Adult" ego state. The employee demonstrates a willingness to learn by seeking improvement suggestions. This fosters collaboration.

Solution: The coach can reinforce this positive interaction. Open communication and a growth mindset pave the way for effective development. Scenario 3: Communication Breakdown and Blind Spots Johari Window (Luft): The coach's approach exposed everyone's "Blind" areas (unconscious weaknesses) too quickly, leading to conflict. Improved Approach:

1. Individual Reflection: Instead of public disclosure, the coach could have asked individuals to privately reflect on their supervisor/subordinate's "Blind" areas.
2. Open Dialogue: The coach could then facilitate one-on-one or small group discussions where people share their perspectives constructively, focusing on "Hidden" areas (known to others but not oneself) for self-improvement. This allows for more measured feedback.
3. Positive Reinforcement: The coach should highlight examples of good communication already happening within the teams, focusing on the "Open" area (known to self and others). This fosters a more positive and collaborative environment.

Reference: Luft, J. (1961). The Johari Window [invalid URL removed] Conclusion: By understanding Transactional Analysis and the Johari Window, leadership development coaches can equip supervisors and employees with communication tools for effective interaction, fostering a work environment conducive to growth and development. The coach plays a crucial role in guiding open and constructive communication, building trust, and minimizing conflict.