Having the ability to identify with people who have greater experience, talent, and influence is a significant factor that contributes to the development of a person who is interested in pursuing a career in the civil service or the military. The development of psychological maturity, also known as power motivation, begins with this stage (also known as the first stage). If this is a valid need, then it should be satisfied. Levinson identifies a number of obstacles that may stand in the way of a valid process of identification. These include a shortage of time, an intolerance for errors, a total rejection of dependence demands, the suppression of rivalry, and an unexplored connection. Levinson says that in order to assist in the growth of the identification process, it is important for the manager to also assess his own process and the requirements of dealing with the subordinates. This should be a component of the examination for the civil service. When it comes to performance coaching and mentoring, one of the goals is to boost the employee’s ability to make an influence via their effectiveness. Modeling is a key technique in the process of empowerment, particularly in the context of mentoring relationships for young people. In situations when the mentor or supervisor is seen as a model, the employee develops a sense of identity with the mentor or supervisor, which in turn makes them feel strong. Levinson believes that the process of identifying an employee with his manager is very important and has emphasized its significance. One of the most significant factors that contributes to an employee’s sense of empowerment is the possibility of identifying with others who possess more experience, expertise, and influence. The first step in the development of psychosocial maturity or power motivation, according to Moreland, is this stage. If this is a valid need, then it should be satisfied. Levinson identifies a number of obstacles that may stand in the way of a valid process of identification. These include a shortage of time, an intolerance for errors, a competitive rejection of dependence demands, the suppression of rivalry, and an unexamined connection. Levinson says that in order to assist in the growth of the identification process, it is important for the manager to also assess his own process and the requirements of dealing with the subordinates. It is imperative that this be integrated into the test for the civil service. The manner in which the supervisor exerts his or her influence on the workers may either give the employee more power or lessen the employee’s ability to have an effect on the workplace. It has been determined that there are two unique types of influence: the first is known as the direct mode of influence, which is characterized by the restriction of the other person’s freedom, and the other is known as the indirect method of influence (which increases the freedom of the person). Flanders came up with various categories in order to differentiate between the two approaches. In the second category of influence, he included criticism and punishment in the area under consideration. There is a straightforward explanation for this phenomenon: when a person is criticized or punished, certain behaviors that he is criticized or penalized for are blocked, and the individual avoids engaging in such behaviors in the future. This places limitations on his freedom.
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