Destructive managerial anger stemming from self-immanent pride: Is humility a solution?

The article proposes that managers can counteract and/or prevent the detrimental effects of destructive anger by cultivating the virtue of humility. Traditional psychological conceptualisations of anger are examined, a need for a novel approach to understanding the origins of this emotion is highlighted, and the recently introduced concept of self-immanent pride is reviewed. The first contribution of the article delves into how destructive managerial anger stems from self-immanent pride leading to negative workplace outcomes. The second contribution proposes a shift from reacting to anger to adopting a proactive approach that emphasises nurturing managerial humility. The third contribution offers practical suggestions, highlighting the importance of self-reflection for understanding how self-immanent pride leads to anger. The article considers boundary conditions and recommends future avenues for research into anger, pride and humility from an ethical perspective.

Automated summary

The article suggests that managers can counteract and prevent the negative effects of destructive anger by cultivating the virtue of humility. It examines traditional psychological conceptualizations of anger, emphasizes the need for a new approach to understanding its origins, and reviews the concept of self-immanent pride. The article highlights how destructive managerial anger stems from self-immanent pride and proposes a proactive approach that emphasizes nurturing managerial humility. It offers practical suggestions, emphasizing the importance of self-reflection for understanding how self-immanent pride leads to anger.