Abnormal Mental Developments In Managers

manager with stress

Different professions, attract people with different mental dispositions. Another consideration that one has to take into account, is that the different professions, have different working conditions or environments. Some of the working conditions are more demanding and more stressful than others. Abnormal mental developments can occur in managers.

So on top of the consideration that has to be given to the mental disposition which is attracted by a profession, the interplay of the work conditions and this disposition is something to consider. The problem is that the more challenging environments can actually stimulate the development of different disorders. Now, in regards to challenging conditions, the management profession is one of those professions where the professional must deal with tough working conditions. In addition, as the nature of the modern world can create tough living conditions at work and outside of work, these professionals can have a tough time overall. The interplay between the mental disposition, the working stressors, and the stressors of modern life, can cause professionals such as managers to undergo various abnormal developments.

First, there are narcissistic managers. These managers like to be considered special and they like to stand out as unique and different than the rest of the crowd. They also like admiration. It turns out that in the management profession, some narcissism can be a useful thing. For example, they can assert themselves against attackers, they have a positive self-image, and they are competition oriented. These features can be helpful in today’s corporate environment. However, the downside is that too much narcissism can be dangerous, as they lack empathy and are vengeful.

Second, there are relationship managers. These managers have a preference for being close to others. They dislike the idea of being apart. The qualities they display include; helpfulness, peacefulness, and compliance. Further, many times, these managers will do things for others and will rely on others for feedback. Both of these things can make it possible for others to exploit these types of managers.

Third, there are egocentric managers. Egocentric managers are not well understood. They are usually managers who lack stability, grounding, or a foundation. This manifests itself through moody, dramatic and erratic behaviour. On the positive side, they can show great enthusiasm and charisma throughout their work. The best thing that these managers can learn has to do with the fact that others will measure them by their actions rather than through their thoughts and ideas. In addition, these managers need to focus on stability and consistency.

Fourth, there are depressive managers. Depressive managers are depressive! Depressive managers have a preference for group harmony over disagreement. This tendency to keep things agreeable can shift their focus from achieving goals, to maintaining the peace.Their desire to be liked, can actually interfere with making the right decisions.

Fifth, there are compulsive managers. The compulsive managers are compulsive! No surprise there! So what is compulsiveness? Well, compulsiveness deals with an approach that features exaggerated structure or exaggerated thoroughness. Though perfectionism is the goal, compulsive managers can be rigid, and this interferes with freedom and flexibility. A compulsive manager can work according to a predefined plan, perhaps they follow series of steps and do so in a logical way. The decisions made are based on logic, and not on intuition or emotions. This all sounds great. However, a compulsive manager can create tough regulations for the employees. What if the employees were to deviate from the plan, would they not then face some tough punishment? And also, what if the manager is faced with a situation where they must change their plans and the procedures under which they work. Wouldn’t the rigidity and lack of flexibility mean that they could have difficulty in coping and adapting to new rules, regulations and workflows.


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