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Disclosure & Copyrights: Image material created as part of a free collaboration with Shutterstock. Text originally from: “Companies in the psychological trap – ways out. Ways out: My coach. My therapist. My Boss” (2012), published by BusinessVillage Verlag, reprinted with the kind permission of the publisher.
From Dr. Regina Mahlmann (More) • Last updated on October 17.03.2024, XNUMX • First published on 13.04.2018/XNUMX/XNUMX • So far 5240 readers, 1497 social media shares Likes & Reviews (5 / 5) • Read & write comments
Bosses like to be branded alpha animals and narcissists, their supposed Power fast turn into interpersonal weaknesses. These properties also have their constructive sides, which are far too rarely considered.
Again and again one reads in the media of psychopathic bosses who are socially incompetent Employees exploit. This stigmatization is extremely persistent and corresponds to the popular opinion.
For example, the achievements of Kate Ludeman and Eddie Erlandson have achieved short popularity. They introduce four alpha-man types. First, the strengths are highlighted and then explained when the strengths turn into destructive weaknesses.
In addition, the authors consider what the alphas themselves and their partners can do to transform the destructive into the constructive, or to avoid the counterproductive moment of a force.
Alpha managers, however, do not appear socially well here either competently and require non-alpha trainers to correct. However, this assessment is too black and white and does not go far enough.
An interdisciplinary study by the University of Hohenheim shows that narcissism also has areas of activity in which it can be beneficial University Reutlingen and the German Police University in Münster.
The influence of the so-called “dark triad of personality” was examined in the phase before the company was founded. Narcissists, referred to as "self-loving personalities", performed well in that they obviously had a higher tendency to Companies to found.
And then this quote follows: “High-quality business plans, on the other hand, come from Machiavellists.” Good to know.
Incidentally, the study was awarded the Best Paper Award at the annual conference of the British Academy of Management (BAM) and thus also received international ones recognition.
Their main result is: “Narcissism, striving for power and the like seem to help entrepreneurs, at least in the initial phase up to Success".
Indeed, the interdependencies of narcissism and Guide(success) repeatedly researched by psychologists in the past.
A look at the media also shows: At the moment, negative attributions predominate among managers. Executives are therefore optionally walking incompetence, idiocy, narcissism, Machiavellianism, psychopathy.
But that's not the summit! The latest cry transforms leaders into a virus: Leading people - according to the naïve monocausal logic - make employees sick:
"Executive-Rivets go to the heart”; or – the apparently more constructive variant of the same message"Burnout: Supervisors can reduce psychological stress on employees”.
The ideal picture of the manager looks different. Leaders are required to be caring by “socially supporting their employees at work”. However, you have to do this permanently:
“However, if the supervisors stop or interrupt their support, the burnout-related failures in the workforce quickly return to the previous level.”
In February 2011, a survey came to this conclusion: "The bosses fail to recognize the psychological stress of their employees or to respond appropriately."
Although "(play) managers play a key role", they fail in the "holistic risk assessment".
And – see above – holistic is understood to mean: body, soul, spirit, social interaction and other contextual variables such as scope for action and environment (Industry, Company, Workplace, infrastructure).
It turns out: Apart from the obvious devaluations, negative evaluations are characterized by the fact that they arise from a psychological discourse.
In this respect, executives are already psychologized themselves and thus often recipients of insufficiently accurate psychological labels.
Surprisingly, however, this is: the specific labeling that has just been discussed does not exculpate the leaders.
Rather - and this is the astonishing finding - they should in turn psychological think and lead their employees according to psychological knowledge - "holistic", of course. One shouldn't be surprised that Boy People often have no interest in managerial tasks.
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Dr. As a coach and consultant, Regina Mahlmann is a sparring partner for the top management.Dr. Regina Mahlmann, holds a PhD in sociology and philosopher and has been active in teaching and research for many years. Today she works as a coach, consultant and speaker in and for companies - as a sparring partner for top management and as an initiator and companion of groups, especially in changing and therefore tense phases of a company. Her main areas of work are constructivism, systems theory, social psychology, humanistic psychology, philosophy of life, communication, neurolinguistic programming (NLP) and neurosciences. All texts from Dr. Regina Mahlmann.
Finally a text on the topic of management, which deserves to be read. The truth often looks different than it is generally portrayed.
It is a constant nuisance that people often scold managers for being in the media. The more I am thrilled by such contributions.
Oh the poor, poor bosses. You forgive, if you have to laugh as a worker in this post times. Most of the bosses I experienced were the biggest movers themselves.
This is a really important topic - I myself am a manager in a medium-sized company and feel very stressed by the high demands and the negative media opinion about managers. Therefore I am happy about such contributions!
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