Lorenz, K.
(1966).
On Aggression.
"Aggression elicited by any deviation from a group's characteristic manners and mannerisms forces all its members into a strictly uniform observance of these norms of social behavior. The nonconformist is discriminated against as an 'outsider' and, in primitive groups, for which school classes or small military units serve as good examples, he is mobbed in the most cruel manner." (p. 79)
Lindner, K.
(2005).
Crunch Time: 8 Steps to Making the Right Life Decisions at the Right Times.
"Through experience and observation, I've learned and counselled that people who are hostile and belligerent often have developed their 'offensive' posture as a form of defense. These individuals lash out to keep people from further hurting them, possibly discovering and uncovering their vulnerability, and/or from seeing how hurt and rejected they truly feel. Time and again, their defensive behavior is used as a buffer to protect the raw feelings hidden within. In essence, these individuals appear to believe that: 'If I attack you first, I might scare you off, and you won't get to me. Thus, I'm safe for the moment from hurt, disappointment, rejection, etc. Safe from people seeing the truth.'
Another defensive strategy that I deal with on a regular basis is that of withdrawal or apathy. In these cases, individuals appear to withdraw from life and/or appear not to care, in order to conceal their low self-esteem and their intense fear of feeling more rejection and pain. These individuals, in some respects, take the opposite approach in order to protect themselves. They get out of the game altogether. If they don't get up to bat in the game of life, they can't strike out. If they don't put themselves into the contest, they can't be judged—and be rejected. These individuals appear as if—or say—they don't care. But deep down, they care, and once cared—big time. But as a result of past experiences of perceived or real rejection, they've chosen to never let themselves, or their expectations be rejected or dashed again. By withdrawing from it all, they're better safe than sorry." (p. 197)
Likert, R.
(1976).
New Ways of Managing Conflict.
"The leadership and other processes of the organization must be such as to ensure a maximum probability that in all interactions and all relationships with the organization, each member will in the light of his background, values, and expectations, view the experience as supportive and one which builds and maintains his sense of personal worth and importance." (p. 108)
Likert provided this quote from his book of 15 years earlier, "New Patterns of Management", and refers to it as the most fundamental of all his leadership principles.
Lewinsohn, P. M., Munoz R., Youngren M. A., & Zeiss A. M.
(1978).
Control your depression.
"Psychological prevention is a much neglected area. There is so much need for giving services to people who are hurting that we do not take the time to prepare those who are not hurting to live life in effective ways. If we did, we might be able to prevent many from becoming casualties. The savings in therapy time and money—not to mention human suffering—could be enormous. Perhaps some day 'psychological impact statements' will be as familiar to our ears as 'environmental impact statements.'"
Lewin, R., & Regine B.
(2001).
Weaving complexity and business: engaging the soul at work.
356.
Abstract
"How then do we begin to generate caring and connected relationships at work? We begin with awareness. We begin by being aware of the world of relationships and by paying as much attention to these micro dynamics in organizations—how they influence social processes and psychological health of individuals—as we currently do to macro issues, such as economic performance and strategies." (p. 305)
Levinson, H.
(1975).
Executive Stress.
"The cost of self-doubt in dollars and frustration is beyond computation. Despite their capacity for zest and spirit, uncounted numbers of people endure what they experience as dead-end traps with quiet desperation. They want to do something bigger and more exciting than what they are doing, but they are either afraid or don't know where to begin. They are trapped by barriers they cannot see and hindered by psychological glasses that distort their perception of themselves. The tragedy of having given up on themselves is that so many could use what seem to be barriers as stepping stones to gratification. Too much self-doubt blinds us to the opportunities around us. Without knowing where to start pulling oneself out of the psychological trap, even the person with considerable self-confidence has difficulty doing so." (p. 74)
Levinson, H.
(1976).
Psychological Man.
"In displacement or substitution, we vent our feelings on a convenient but inappropriate target. This is the attack which follows projection. Scapegoating is just one variation of this mechanism. Managers frequently unload their disappointment in themselves onto their subordinates." (p. 36)
Levinson, H.
(2006).
Harry Levinson on the Psychology of Leadership.
"When people in defeat deny their angry feelings, that denial of underlying, seething anger contributes to the sense of burnout.
If top executives fail to see these problems as serious, they may worsen the situation. If a company offers only palliatives like meditation and relaxation methods—temporarily helpful though they may be—victims of burnout may become further enraged. The sufferers know that their problem has to do with the nature of the job and not their capacity to handle it." (p. 29)