By Roy H. Lubit
Many managers interact in harmful habit that does huge damage to their subordinates, their association and finally themselves. whether or not they are narcissistic, unethical, inflexible or competitive, or just depressed/anxious/burned out, operating with them could be a nightmare. in addition, they could do critical harm to their agencies by means of diverting strength from effective paintings, harmful cooperation and data sharing, impairing retention of the simplest humans, weakening morale, and making negative enterprise judgements. In dealing with poisonous Managers, psychiatrist and organizational advisor Dr. Roy Lubit exhibits you the way to increase your emotional intelligence and guard yourself and your company from the harmful influence of poisonous managers. whereas there are various organizational experts who make the most of mental insights of their paintings and psychologists who seek advice to companies, Dr. Lubit's intensity of educating and event in psychiatry, organizational habit and organizational consulting presents a foundation for particular insights
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Additional info for Coping with Toxic Managers, Subordinates ... and Other Difficult People: Using Emotional Intelligence to Survive and Prosper (Financial Times Prentice Hall Books)
He was often inconsiderate of their feelings, could be harsh when things did not go well, minimized his responsibility for Chapter 2 Grandiose Managers problems, and tended to take most of the credit for successes. If people challenged him, he became angry and felt they were out of place. He was never outraged or cruel, however—simply arrogant and inconsiderate. Much of any meeting with Alan consisted of his talking about himself and his accomplishments, and was punctuated by name dropping. Every story he told contained large quantities of self-congratulatory statements and a fair number of derogatory statements about others.
O’Reilly & Jeffrey Pfeffer. Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People. Harvard Business School Publishing, 2000. ). Mental Health and Productivity in the Workplace. Jossey-Bass, 2003. About the Author The author has strong backgrounds in management consulting, psychiatry, and academia. Trained in psychiatry at Yale, Dr. D. at Harvard writing a dissertation on organizational learning. After doing research at Columbia Business School, he joined a large consulting firm.
He was the man for the job. Healthy Self-Esteem Versus Destructive Narcissism High levels of self-esteem are not the basis of narcissistic personality problems. Although on the surface, destructive narcissism may appear to be simply extremely high levels of self-esteem, this is not the case. Although both healthy self-esteem and destructive narcissism provide outward selfconfidence, they are very different phenomena. Secure self-esteem facilitates an individual’s ability to empathize with other people, care about others, and enjoy friendship and intimacy.
Coping with Toxic Managers, Subordinates ... and Other Difficult People: Using Emotional Intelligence to Survive and Prosper (Financial Times Prentice Hall Books) by Roy H. Lubit