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Tuesday, February 3, 2015

Are Rude and Aggressive Managers Destroying Your Business?

We have become accustomed to the hard nosed manager that guides employees on the really important aspects of business. The problem is, such managers, even though well intentioned, lower satisfaction in the workplace and are counterintuitive to development. A study of 200 full-time adults found that positive relationships superseded mentoring even though both contributed to organizational commitment and job satisfaction (Madlock & Kennedy-Lightsey, 2010).


The image of the strong and tough manager that gives it to their employees straight is something that should be left in the manufacturing plants of yesteryear. The same can be said of the sarcastic and aggressive personality we often associate with upward mobile career oriented people. Their ability to develop greater commitment and satisfaction among employees is likely as them having a sunny disposition.


Researchers found that mentoring behaviors and positive verbal communication created higher levels of communication satisfaction, organizational commitment and job satisfaction. The opposite occurred when the managers were seen as verbally aggressive. Rude and aggressive managers may just be destroying your organization.


In a nutshell people didn’t like working with aggressive managers and often shun interacting with and listening to their needs. Companies that fill their ranks with gruff management personalities may find their turnover rates, absenteeism, industrial unrest, and commitment at rock bottom (Hargie, Tourish, & Wilson, N., 2002). The end result can be expected, as employees opt for better environments.


The next time your organization seeks to select a new manager consider the personality as an important predictor of results. Doing so may just help your organization foster the motivation and commitment needed to master the complex environments it navigates in. Seek those personalities that can hold people accountable, mentor them to the next level, and still maintain positive communication.


Hargie, O., Tourish, D., & Wilson, N. (2002). Communication audits and the effects of
increased information: A follow-up study. Journal of Business Communication, 39,
414-436.

Madlock, P. & Kennedy-Lightsey, C. (2010). The effects of supervisors’ verbal aggressive and mentoring on their subordinates. Journal of Business Communication, 47 (1)

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