Preface
The concept of “hypocritical behaviour” is closely associated with a particular profile: the manager.
The term “manager” can be confusing. Everyone manages something—objects, tasks, people—whether consciously or not. However, in the workplace, “manager” takes on a critical significance. This role encompasses a variety of dynamics, especially those involving human interactions. The office serves as the stage for these interactions.
Managing is a complex task, especially when it involves both people and projects, two distinct domains with numerous variables. “Hypocritical behaviour” often emerges as a response to the challenges of managing these domains, reflecting an inability to excel in both. This behaviour is particularly detrimental when it arises from confusion between treating people as objects and recognizing them as conscious beings. The “weak agent” (the hypocritical manager) develops psychological distress that affects job performance and public perception.
In this introduction to the “new managerial phenomenology,” I examine the first signs of this distress—a phenomenon that signals the breakdown of a healthy work environment and workforce.
This is a philosophical article. It may offend some or be seen as gossip, but it is not intended to teach. Rather, it is a tool for reflecting on a situation everyone encounters: management and work-life. It transcends business, marketing, and the standardized advice pervasive on social media. This is a painting, framed by both happiness and sorrow.
1. The Hypocritical Person as the Agent of Social Malaise
In the professional world, hypocritical attitudes lead to self-destructive responses that psychologically annihilate the hypocrite. The consequences are devastating for both the perpetrator and the recipient of falsehood. Ultimately, both individuals may end their careers in anguish and frustration.
1.1 The Hypocritical Leader
Hypocrisy is not merely falsehood; it is a defensive stance of a weak individual. Here, I consider two main manifestations:
- Falsehood: Propagating trivialities to facilitate the management of individuals.
- Malice: A destructive dynamic where a weak ego seeks to assert superiority to legitimize an illusory competence.
The second, more self-righteous form is common and indicates a deeper personality disorder, often manifesting as:
- Loquacity: An involuntary propensity for disjointed and rapid dialogue.
- Exhibitionism: Intellectual exhibitionism in the workplace often signifies insecurity. This involves a desire to be the canter of attention, engage in numerous meetings, and waste resources (time and money) to display intellectual superiority (gnoseological egocentrism) and self-mastery.
The hypocrite seeks comfort and help but paradoxically annihilates others in the process, a fallacious metaphysical transfer of personality. To counter this, others must maintain control, calm, and empathy, and engage in dialogue outside the workplace. Supervisory audits and Human Resources interventions are essential. Feedback is crucial; its absence can turn the problem chronic, damaging the entire work environment.
Real-World Example
Consider a manager, X, who frequently promises support to her team but rarely delivers. X uses kind words and makes grand gestures in meetings, but when the time comes to act, X is absent. X team begins to lose trust, feeling betrayed and unsupported. X’s behaviour creates a toxic work environment, leading to high turnover and low morale.
1.2 The Hypocritical Individual as an Agent of Social and Individual Success
A positive mindset benefits everyone, and a successful mindset uniquely discloses phenomenological aspects. Every interpersonal connection is driven by the energy of the minds involved. These forces, rather than annihilating, support each other’s development: thanks to the other, I exist.
A workforce comprises various existences, and the workplace is where these existences evolve. A manager is someone empowered by others to “manage” these existences.
Real-World Example
Imagine Y, a manager who genuinely cares about his team’s well-being. Y takes the time to understand their personal and professional goals, offering support and resources to help them succeed. Y authentic approach fosters a positive and productive work environment, leading to high employee satisfaction and loyalty.
2. Game – Stages, Mind – Set, Match – Aetiology of a Failure
A positive mindset benefits everyone. However, understanding its unique phenomenological disclosure in interpersonal connections is crucial. Forces between individuals create harmony, aiding mutual development: thanks to the other, I exist.
2.1 The Chemical Wedding of the Manager and the Team Member
A workforce is an agglomeration of existences. A workspace is where these existences evolve. Managers inspire team members, although team members often inspire managers, which is rarely acknowledged.
When managers inspire team members, they connect through words, signs, and gazes. Despite our natural inclinations towards malice, spite, and envy, the workplace often mirrors success and distress. Unfortunately, the latter is more common, particularly between managers and subordinates.
2.2 Training or the Guillotine Pendulum
Corporate training often fails to extend beyond the classroom. Sharing training accomplishments becomes an exercise in self-satisfaction for the weak manager, who seeks outer recognition due to inner deficiencies. This approach is unproductive and fails to inspire or develop people.
Real-World Example
A company invests heavily in leadership training programs, but the managers attending these programs fail to apply what they learn. Instead, they boast about their certificates without implementing meaningful changes. This superficial engagement with training undermines its potential benefits, leading to stagnation and dissatisfaction among employees.
2.3 Inspiring by Delivering
Post-training, the goal is to inspire. True management aims to let individuals flourish. Despite being overwhelmed by numbers and trends, the manager should remember that they are managing conscious beings with needs. Two main methods can facilitate this awakening:
- Silence: When consciences are linked, words become redundant. Strong connections begin with silent gazes, allowing others to speak through silence.
- Free Association: Inspired by Socrates, free association involves allowing others to speak freely without apparent reason. Interpreting these associations distinguishes a project manager from a people manager.
Real-World Example
A manager, Z, decides to implement a new approach after attending a training program. Z begins by creating spaces for silent reflection during meetings and encourages Z team to share thoughts without structured agendas. This shift fosters deeper connections and innovative ideas, transforming the team’s dynamic and productivity.
2.4 Project Machina vs. Desiring Machine – The Final Match
Managers and employees often confuse roles and responsibilities. Clarifying the distinction between two manager types—Project Machina and Desiring Machine—is essential.
2.5 Project vs. Anima
Project Machina: This manager handles tasks and systems but not souls. Anima refers to the mind and unconscious emotions. Managing Anima involves dealing with a dynamic, reactive system that challenges the manager’s own anima.
Desiring Machine: Managing a soul is a mission with no easy return. Sciences attempt to systematize human desires and forces but often fail. Each individual is unique and cannot be standardized.
Real-World Example
A, a Project Machina, excels at organizing workflows and meeting deadlines but struggles with team morale. In contrast, B, a Desiring Machine, focuses on understanding and motivating each team member, creating a more engaged and resilient workforce.
2.6 The Pitfalls
Forcing positivity masks negative feelings, leading to anxiety and despair. This is evident in corporate environments where positivity is prized. Initially, individuals believe everything is fine, but eventually, anxiety and stress surface.
The Delusional Knight
This individual seems unaffected by general hypocrisy due to a well-managed mindset formed in the same environment, passively accepting reality.
The Disillusioned One and the Sad Ending
The disillusioned individual, aware of the truth behind the facade, sees through lies. Making people happy becomes a strategy, not a genuine effort. Awareness of this reality leads to anxiety and stress, impacting performance and behaviour. Despite maintaining professionalism, the individual becomes critical, clashing with the hypocritical managers and the system that shaped them.
Coaching is often touted as a solution but can feel like a superficial fix, akin to a child being spanked back into compliance. True healing and happiness require more profound change.
Real-World Example
Consider L, a disillusioned employee who starts noticing the discrepancies between the company’s positive facade and the underlying toxic culture. Her critical perspective and refusal to conform lead to clashes with management, ultimately causing her to leave the company in search of a more authentic work environment.
Finale
Towards Authentic Management
In exploring the complexities of hypocritical behaviour in management, we’ve seen how such behaviour can undermine the very essence of leadership and human connection within the workplace. Hypocrisy not only breeds distrust and demoralization but also stifles genuine growth and collaboration.
The antidote lies in fostering authenticity and empathy. Authentic management acknowledges the human element in every interaction and prioritizes genuine connections over superficial displays of competence. Here are a few guiding principles for moving towards authentic management:
- Embrace Vulnerability: Authentic leaders are not afraid to show their weaknesses and learn from their mistakes. This vulnerability fosters trust and encourages team members to do the same.
- Prioritize Empathy: Understanding and addressing the emotional and psychological needs of team members creates a supportive environment where individuals can thrive.
- Promote Open Communication: Encourage honest and open dialogue. Feedback should be seen as a valuable tool for growth, not a threat to authority.
- Lead by Example: Demonstrate the values and behaviours you wish to see in your team. Authentic leadership is about embodying integrity, respect, and commitment to the team’s collective goals.
- Focus on Development: Invest in the personal and professional development of your team members. Their growth is a reflection of your success as a leader.
- Celebrate Diversity: Recognize and value the unique contributions of each team member. Diversity of thought and experience enhances creativity and problem-solving.
Real-World Example: A Path to Authentic Leadership
Imagine a company where the CEO, M, leads by example. M openly shares her journey, including her failures and lessons learned. She regularly checks in with her team, not just about work, but about their well-being. M implements policies that promote work-life balance, ensuring that employees feel valued and respected.
M’s approach transforms the company culture. Employees feel safe to express their ideas and concerns. They are motivated and engaged, knowing that their leader genuinely cares about them. The company’s performance improves, not just in terms of profits, but also in employee satisfaction and retention.
Final Thoughts
The journey towards authentic management is not without challenges. It requires a commitment to continuous self-improvement and a willingness to confront uncomfortable truths. However, the rewards are immense. By fostering a culture of authenticity, empathy, and respect, managers can create a work environment where individuals feel valued, inspired, and empowered to achieve their best.
Let us move away from the shadows of hypocrisy and towards a future where management is synonymous with genuine leadership and human connection. This is not merely an idealistic vision but a practical pathway to sustainable success and fulfilment in the workplace.
Palmieri’s Diary 