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What are some factors that might lead a health care organization towards “a neurotic style” and how can health care organizations avoid such actions?
Pepperdine's Graziado Business Review defines "neurotic style" in any business as generating from managers whose styles are "anxious and idiosyncratic" and whose styles "tend to undermine and obliterate the effectiveness of their organizations nad people and lead to reckless results."
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Several factors lead to a neurotic style in health care management. In order to avoid such actions, health care managers must first understand the components of neuroticism in management.
There are seven attributes in the neurotic style management. The first four personality types all benefit managers. An explosive manager demands things from his employees. An implosive manager uses passive-aggressive techniques, such as telling employees they will let her down if they do something incorrectly. An abrasive manager makes staff feel that they nothing they ever do is good enough. The narcissistic manager only does things for the organization or employees if it benefits him. This manager most likely has a "scratch my back, and I will scratch yours" mentality. These personality types all end in managers getting their way.
The last three personality types demonstrate destructive behaviors. A compulsive manager could also be labelled a perfectionist. An apprehensive manager believes no one can be trusted. He/she is always on the look-out for a leak in the organization. Impulsive managers can never seem to make up their minds.
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