Passive Aggressive Leaders Leadership Dealing

Passive Aggressive Leaders Leadership Dealing with Passive Aggressive Leaders Many behaviors that are emotion driven are aimed at increasing favorable input, or avoiding/minimizing unfavorable input. These behaviors are often determined by how an individual perceives their current needs are being met. Vuilleumier and Huang (2009) have found that there is increasing evidence from psychology and neuroscience that shows emotion and cognition do not operate entirely seperately but have an influence on each other.

For instance, it may be self-evident the what we look at may determine what emotions we experience, however, resent research shows that emotional reactions may determine what we percieve from the outside world. The realtionship between emotions and perseptions and how emotional processes interact with cognitive processes is still an area that is largely unexplored. Individuals who exhibit passive-aggressive personality disorder (PAPD) are hard to predict and difficult to work with.

This situation may be exacerbated when these individuals do not own the dysfunctional nature underlying their behavior and are unwilling to learn and change. The issues that manifest these defenses are deeply ingrained and not easy to resolve. Typically, individuals with PAPD keep to themselves and let their resentments build until they reach a threshold and take quiet action to get even. The resulting action might involve little direct confrontation, coming via indirect means.

Indirect talk, avoidance of direct action, conflict avoidance and triangulation of conversations and actions through third parties are some symptoms of PAPD; this includes manipulating third parties to carry out negative actions toward the target recipient. Individuals with PAPD do not tend to forget or forgive; they hold long-term grudges and escalate the irrational thinking concerning the person they perceive has offended them. Consequently their actions frequently have an element of surprise for the target of their behavior.

Furthermore, retribution might come after a significant passage of time and confuse the recipient who might not have any idea why they are being subjected to neurotic negative treatment (Motamedi, 2006). Passive-aggressive behavior in persons in leadership positions can have a devastating effect on the moral and performance of an organization and its employees.

Since PAPD involves indirectly attacking another person though such behaviors as sabotage, gossiping or spreading rumors, withholding praise, or blatantly ignoring and acting coldly toward others, employees who are targets of this behavior from superiors often feel insecure in their position and harbor negative feelings and resentment about the work environment. This may result in substandard work performance. Equally problematic is the reality that persons suffering from PAPD spend an inordinate amount of time thinking about how they've been wronged.

This causes them emotional and physical distress, such as increased pain and anxiety, which may permeate from the leader through the workplace. Most people have the capacity to acknowledge their feelings when they become angry and have the ability to self-regulate. Instead of speaking the first thoughts that pop their head they take the time to formulate a rational, constructive, and respectful response before speaking. Being straightforward is the most effective method to get through anger in a positive and swift manner.

Individuals who suffer from PAPD often do not feel entitled to have strong emotions and are often incapable of dealing with them in a straightforward manner (Pagan, 2012). For these reasons mitigating situations where the leader exhibits PAPD can be difficult. Certain things should be remembered when dealing with these individuals. It is not productive to respond to this behavior in a like manner, passive-aggressively. It is equally important not to believe words that contradict the actions observed.

One has to remember that a person in a leadership position with PAPD is like a spoiled child. Unfortunately, the child is in a position of power so responses to these behaviors must be measured. A good strategy is to closely examine their actions in order to modify the situation in your favor. However, in the final analysis one must remember.