Johari And Transactional Leadership Analysis

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Leaders cannot lead without proper understanding of the people they lead. For effective

leadership therefore, the leader must build effective relationships and teams that result into a

working community. To ensure this, effective communication that leads to thorough

understanding between the leader and the subordinates is important. The two models; the Johari

window analysis model and the transaction analysis model, were developed to help critically

analyzed the relationship between the leader and the subordinates. The Johari window analysis to

begin with, is a simple and important tool that is useful in self-assessment and ultimately aid in

self-improvement that goes along in creating a mutual understanding between the leader and the

subordinates or the general understanding of the team. Johari window model was arrived at by

Harry Ingham and Joseph Luft in 1955 and has since been used in leadership trainings and is still

relevant to date as the model can be applied in emphasizing on behavior, intergroup

development, interpersonal development and improving employer-employee relationship (Rogel,

2017). Johari window model has four areas; that is the open area, the blind spot, and the

unknown area. Open area is considered as what is known by both the person and others and

unknown area is what is considered unknown by the individual and is as well unknown by

others. For the case of Johari window model, this paper is going to analyze individual’s blind

spot and hidden spots.

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Blind spots are considered areas unknown by the person but known by others; typical

examples of supervisor’s blind spots can be seen right from the stage of communication. In

instances of communicating a new program or strategy, supervisors in most instances feel they

are understood while in real sense it maybe a few people who understand them. The

communication barriers or misunderstandings maybe as a result of poor listening habits of the

subordinates, ineffective meeting leadership, low one-on-one exchanges, poor verbal and non-

verbal communications and issues related to written communication.

The other supervisors’ blind spots are seating back to wait for performance to improve.

Leaders operating under low performance need critical skills and organizational skills that help

boost performance. However this is not always the case with most leaders, they talk about

performance and do nothing about it. Subordinates are aware that expecting good results without

doing anything about it is not a strategy and hence they are aware such leaders can never produce

results. Lastly, some supervisors abide by the myth that some employees are irreplaceable in

such cases, the leadership believe that there are employees with unique skills and their

production cannot be replaced. Such scenarios reduce team morale and often lead to low

performance once identified by subordinates.

Apart from the blind spots, there are also the hidden spots. The hidden spots are the

aspects of the individual that are known to the individual but are unknown to others. The hidden

spots are majorly comprised of individual’s fears and feelings. For example fear to be judged and

deep feeling or empathy or anger. Some of the hidden spots are very dangerous when they show

for example anger and it is important that some of the hidden feelings especially those can

improve team building be moved to open area through disclosure.

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Surname 1 Name Tutor Course Date Leaders cannot lead without proper understanding of the people they lead. For effective leadership therefore, the leader must build effective relationships and teams that result into a working community. To ensure this, effective communication that leads to thorough understanding between the leader and the subordinates is important. The two models; the Johari window analysis model and the transaction analysis model, were developed to help critically analyzed the relationship between the leader and the subordinates. The Johari window analysis to begin with, is a simple and important tool that is useful in self-assessment and ultimately aid in self-improvement that goes along in creating a mutual understanding between the leader and the subordinates or the general understanding of the team. Johari window model was arrived at by Harry Ingham and Joseph Luft in 1955 and has since been used in leadership trainings and is still relevant to date as the model can be applied in emphasizing on behavior, intergroup development, interpersonal development and improving employer-employee relationship (Rogel, 2017). Johari window model has four areas; that is the open area, the blind spot, and the unknown area. Open area is considered as what is known by both the person and others and unknown area is what is considered unknown by the individual and is as well unknown by others. For the case of Johari window model, this paper is going to analyze individual’ ...
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