I read an article in dagens nyheter with the heading ” New research to find out why the boss is destructive and evil” (30/12, 2018), in which Susanne Tafvelin, associate professor of psychology at Umeå university, says that the destructive management behavior is much more common than psychologists and behavioral scientists previously thought; eight of the ten employees having experience of near supervisor with destructive tendencies, according to a recent Norwegian study. Tafvelin'll try to find out why so many executives are developing bad behaviors that make that staff mistreated – and how the usual destructive leadership actually is.
three-hundred people a year take their lives because of mental health and social work-related circumstances, and thirty thousand on sick leave for the same reason annually. In another article in dagens nyheter, (2/1, 2019), we read about figures from the year jobbhälsoindex, where it appears that one of three employees – several times a week – feel persistent psychological discomfort with their place of work and half of these employees want to leave their employers.
One solution that has been mentioned in the debate regarding the destructive bosses is to send the manager on a course in mindfulness. It reveals a great deal of naivety.
by trying to ”repair” destructive managers, which is a product of an individualistic organizational culture that is characterized by competition, competition and karriärism, is to try and affect the symptoms rather than getting to the root of the evil. The destructive leadership behavior is a natural consequence of the hierarchical and unequal power structures that locate, evaluate, and reward individuals in a system based on domination and subordination, a system that by its nature is not only unequal, but also discriminatory and offensive.
In a system that is more about the external power in the positions, than about the inner strength of the relationships, educated people to think within the framework of the paradigm in which they find themselves. People tend over time to adapt to the prevailing power structures.
the opportunity to assert themselves, to assert themselves socially, and to obtain the status that accrues to those in power. These power structures have a tremendous attractiveness vis-à-vis all those who are trying to improve the inner weak self-image through external compensatory measures, for example in the form of conquering a superior position.
The hierarchical system is a good guarantee that ”the mindervärdige always have someone who is more mindervärdig at his side”, so that the professor and the moralfilosofen Harald Ofstad has put it, Ofstad believes that it is from this primitive mechanism as the jante law, discrimination and bullying has its deep roots.
per cent of all mobbningsfall in our country, is the manager directly or indirectly involved, which may have its explanation in that the fundamentally weak head experience all that is ”better”, as a potential and existential threats. On this, there is more to read about, not least in Erich fromm's wonderful book, ”the human heart”, where he among other things writes that since ”the will to power, in the psychological sense, is not based on strength but on weakness.”
the Fact is that hierarchical power structures are built up, protected and strengthened mainly due to personal reasons, not because of the organisational.