By Roy H. Lubit
Many managers interact in harmful habit that does massive damage to their subordinates, their association and at last themselves. whether or not they are narcissistic, unethical, inflexible or competitive, or just depressed/anxious/burned out, operating with them could be a nightmare. furthermore, they could do critical harm to their enterprises via diverting power from efficient paintings, harmful cooperation and information sharing, impairing retention of the simplest humans, weakening morale, and making terrible enterprise judgements. In dealing with poisonous Managers, psychiatrist and organizational advisor Dr. Roy Lubit indicates you the way to advance your emotional intelligence and provide yourself with protection and your company from the harmful influence of poisonous managers. whereas there are numerous organizational experts who make the most of mental insights of their paintings and psychologists who seek advice to agencies, Dr. Lubit's intensity of teaching and event in psychiatry, organizational habit and organizational consulting offers a foundation for distinct insights
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Extra info for Coping with Toxic Managers, Subordinates ... and Other Difficult People: Using Emotional Intelligence to Survive and Prosper (Financial Times Prentice Hall Books)
The self-preoccupation, devaluation of others, and limited empathy and conscience of narcissistic managers free them to behave in markedly aggressive, controlling and unethical ways. People without narcissistic traits may want to behave in these ways at times but constrain themselves out of respect for other people. Problems of mood and attention are generally more readily treated than are personality traits. Mood and attention have large, biological components and can readily change with medication.
And Other Difficult People Further Reading Daniel Goleman. Working with Emotional Intelligence. Bantam, 1998. Daniel Goleman, Annie McKee, & Richard E. Boyatzis. Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business School, 2002. Linda A. Hill. Becoming a Manager. Harvard Business School, 1992. Brittain Leslie & Ellen Van Velsor. A Look at Derailment Today: North America and Europe. Center for Creative Leadership, 1996. Robert Sternberg. Successful Intelligence. Simon and Schuster, 1996.
Yet others are unfair, inconsiderate, and rigid—and you curse the day the company hired them. Some of these managers think that they are heaven’s gift to your company, even though working with them makes you wonder why the heavens have decided to punish you so severely. Some behave as if they are in a war zone and you are the enemy. Remarkable things occur in organizations. Otherwise nice people often behave in remarkably offensive ways under the pressure of organizational life. Moreover, there are many people in organizations who are not nice, and organizational stresses and politics bring out sides of them that are truly awful.