One major influence, which helps a civil services aspirant to develop, is the opportunity for him to identify himself with individuals having more experience, skill and influence. This is the first stage in the development of psychosocial maturity, or power motivation. This legitimate need should be fulfilled. Levinson states several barriers that may come in the way of such a legitimate process of identification: lack of time, intolerance for mistakes, complete rejection of dependency needs, repression of rivalry, and unexamined d relationship. Levinson suggests that, to help the development of the process of identification it is necessary that the manager also examines his own process, and needs of interacting with the subordinates. This should be the part of civil services exam. In performance coaching and mentoring one objective is to increase the employee’s potential to make impact through effectiveness. One important mechanism in the empowering process, especially in mentoring relationship, is modeling. When the mentor, or the supervisor, is seen as a model, the employee develops identification with the mentor or the supervisor, feels powerful. Levinson has stressed the importance of the process of identification of the employee with his manger. One major influence that empowers an employee is the opportunity for him to identify with individual having more experience, skill and influence. This according to Moreland is the first stage in the development psychosocial maturity or power motivation. This legitimate need should be fulfilled. Levinson states several barriers which may come in the way of such legitimate process of identification: lack of time, intolerance for mistakes, compete rejection of dependency needs, repression of rivalry, and unexamined relationship. Levinson suggests that to help the development of the process of identification it is necessary that the manager also examines his own process, and needs of interacting with the subordinates. This must be incorporated in the civil services examination. The way the supervisor exercises his/her influence over the employees may either empower the employee or reduce his capacity to amok impact. Distinction has been made between two modes of influence, one called direct mode of influence (which restricts the freedom of the other person), and the other indirect mode of influence (which increases the freedom of the person). Flanders developed some categories to indelicate the two modes. He classified criticism and punishment in the second Category of influence. The reason is obvious, when a person is criticized or punished, some actions for which he is criticized or punished are inhibited, and the person avoids doing those in future. This restricts his freedom.
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