Feelings of revenge among managers

What it’s about

The feeling of revenge is a complex emotion that can naturally also occur among managers in a professional environment. The psychology behind these feelings is complex and can be attributed to various factors.

Definition

The term “feeling of revenge” in relation to the behaviour of managers is an emotional reaction in which a manager feels the need to

Having to retaliate for injustices or injuries suffered or perceived,
want to restore their challenged authority or take revenge for a perceived humiliation,
to restore their self-image that has been damaged by criticism, competition or feeling inadequate for what they have achieved,
to cope better with stress and pressure, high expectations, tight deadlines or difficult decisions through impulsive behaviour (valve function).

Behaviours

Feelings of revenge in managers can manifest themselves in various forms of behaviour, but above all as

retaliation aimed at harming or punishing the person perceived as the source of the wrong, which may be through direct action such as dismissal, warnings or more subtle methods such as denial of promotion or exclusion from resources.
Micromanagement and the need to control certain employees or teams who have been identified as a source of conflict or frustration,
Escalation of conflicts that are not resolved but deliberately exacerbated in order to weaken or punish the other party,
Negative communication in the form of slander or spreading damaging information about the target within the organisation or beyond,
Deliberate failure to provide the help or support the person needs to fulfil their duties.

Effects

Acted out feelings of revenge cause a number of problems, both for the managers themselves and for the organisation:

Acts of revenge lead to breaches of trust and to tensions in interpersonal relationships, whether between managers and employees, colleagues or superiors, which can put a strain on the working atmosphere and impair cooperation.
Executives who are known for vindictive behaviour risk damaging their professional image and reputation. This can have a long-term impact on their career and make them appear unprofessional or unethical.
Instead of finding constructive solutions to problems, vindictive managers fall into a vicious circle of retaliation and counter-retaliation. As a result, the actual problems are not solved and continue to escalate.
Feelings of revenge divert managers’ attention and energy away from important professional tasks. Instead of focusing on achieving goals and driving organisational success, they become distracted and misguided by personal emotions.

Conclusion

Feelings of revenge in managers can arise for various psychological reasons, but are problematic in professional environments. It leads to interpersonal conflicts, a poor image and impaired problem-solving skills. It is therefore important that managers learn to manage their emotions constructively and deal with conflict in a professional and effective manner.