A thematic exploration of political leadership: Relationship compatibility from the perspective of choice theory

This study of Glasser's choice theory and intrinsic needs (power, achievement, affiliation, autonomy, and play) in executive leadership will lead to better assessments of relationship compatibility between senior executives. Based on the proposition that non-negotiated differences in intrinsic need strengths can lead to conflict and mistrust, a descriptive case study design was used to examine and contrast the intrinsic needs of President Obama and Vice President Biden in order to assess their compatibility from Glasser's theoretical perspective. A total of 184 campaign speeches, media interviews, and autobiographical documents were analyzed for the frequency of expressed intrinsic needs and a standardized thematic apperception testing protocol was used to code and score the degree and consistency of expressed intrinsic needs throughout the campaign and across the different contexts of campaign speeches and media interviews for the two men. A key finding was an observed difference for power imagery between President Obama (3.3) and Vice President Biden (1.3) on the scoring protocol's 5-point scale (1-low to 5-high). From the perspective of choice theory, this power dynamic difference suggests a potential explanation of past difficulties with their professional relationship during the campaign and points to a central theme for negotiation of the roles of President and Vice President. This study contributes to positive social change by highlighting an alternate perspective in exploring key relationships within organizational leadership. Executives and leaders who are aware of need strengths can effectively negotiate their personality differences with one another, avoid coercive and damaging behaviors that can undermine key organizational relationships, and ultimately work together to produce high quality leadership and more successful organizations.