Leadership
in the
Classroom
Caveats




Simplifications for easy, everyday use
Use tentatively
Do not put people into boxes
Although when stressed they climb into
them!
Styles and their impact

Personal styles – how we interact

Recognition styles – motivation

Working styles – what is important

Leadership styles – how to lead
Personal Styles –
like wavelengths
Natural Child
Adapted Child
Nurturing Parent
Controlling Parent
Functional Adult
Controlling Parent
Nurturing Parent
firm
encouraging
Functional Adult problem solving
Adapted Child
courteous
Natural Child
friendly
Motivation styles




We all need ‘strokes’ = human
recognition
Biological necessity v solitary
confinement
Visual, auditory and touch
Positive or negative, and for doing or
being
Motivation patterns

Children learn to get negatives; pattern
repeats at work

Individual preferences – work, person,
play, not too many

Organisations develop stroking cultures
Positive Strokes
 life
and growth encouraging
 inviting the recipient to feel okay about
themselves and others
Negative Strokes
 life
and growth discouraging
 inviting the recipient to feel not-okay about self
and/or others
Leadership
Styles
3
AP
active
alone
people
passive
3
AP Appearance
active
business-like
neat and tidy
bright colours
jewellery
alone
people
unusual
idiosyncratic
passive
not interested
in appearance
AP3 Channels of Communication
active
Nurturing ParentNatural Child
Functional AdultFunctional Adult
alone
people
Natural ChildNatural Child
Controlling ParentAdapted Child
passive
3
AP Doors
to Contact
active
1. Feeling
2. Thinking
3. Behaviour
1. Thinking
2. Feeling
3. Behaviour
people
1. Behaviour
2. Feeling
3. Thinking
alone
1. Behaviour
2. Thinking
3. Feeling
passive
AP3- The Third Dimension
active
patience
alone
people
acceleration
passive
Working Styles



Our strengths
That become weaknesses when
overdone
That become ‘drivers’ under stress
Kahler, Taibi (1975) Drivers: The
Key to the Process of Scripts
Transactional Analysis Journal
5:3 280-284
Hurry Up
Be Perfect
Please People
Try Hard
Be Strong

Hurry Up - productive – but mistakes

Be Perfect - accurate – but slow

Please People – pleasant – but too nice

Try Hard – enthusiastic – but butterfly

Be Strong – calm – but cold
3
AP Working
Styles
active
Be Perfect
Please People
alone
people
Try Hard
Be Strong
Hurry Up
passive
3
AP Concerns
active
person
performance
alone
people
play
productivity
politeness
passive
3
AP Management
Styles
active
caring
consulting
alone
people
connecting
concisely
passive
controlling
References
Hay, Julie (2009) Transactional
Analysis for Trainers 2nd edition
Hertford: Sherwood Publishing
Kahler, Taibi (1975) Drivers: The
Key to the Process of Scripts
Transactional Analysis Journal 5:3
280-284
Ware, Paul (1983) Personality
Adaptations (Doors to Therapy)
Transactional Analysis Journal 13:1
11-19

julie@juliehay.org

www.psychologicalintelligence.com

www.pifcic.org – non-profit educational
foundation: qualifications

www.ijtar.org – the TA research journal

http://www.instdta.org/ta-proficiencyawards.html - TA Proficiency Awards