Summary of Key Points
This article focuses on the behavioral patterns of “suppressive leaders” in the workplace, revealing the root cause of their jealousy: a lack of resources in their upbringing (such as in families with multiple children competing for resources). This environment fosters an subconscious need to suppress others in order to survive. This mindset carries over into the workplace, manifesting as behaviors such as gaslighting subordinates, fear of being surpassed, and the preference for obedient but incompetent employees. In contrast, leaders with a broader vision adopt a win-win strategy, encouraging the growth of their team members. The article concludes by suggesting that professionals can choose a more comfortable working environment by observing the background of their leaders.
Detailed Analysis
1. The Jealousy of Suppressive Leaders: They Can’t Stand You Being Better in Any Way
The jealousy of such leaders is all-encompassing. They are not only afraid that your work abilities surpass theirs but also resent your favorable family background, social popularity, pleasant speaking voice, or even your cheerful personality. In their eyes, these qualities pose a threat to their status, resources, and power. For example, if you come from a wealthy family, they may feel that you have an advantage and could steal their opportunities; if you are well-liked by your colleagues, they might worry that no one will listen to them as leaders.
2. A Lack of Resources as the Root Cause: A Survival Strategy Developed in Childhood
Many suppressive leaders grew up in environments with limited resources (e.g., families with multiple children). They had to compete for old clothes, more food, and even parental attention. This experience taught them a survival mechanism: they had to suppress others to secure the few resources available (such as their parents’ time or school places). This mindset is deeply ingrained, and once in the workplace, they continue to compete for promotions and their boss’s attention, resorting to old tactics.
3. Workplace Tactics of Suppressive Leaders: Gaslighting Subordinates and Hiring Incompetent but Obedient Employees
They engage in two main behaviors: first, they gaslight their subordinates—when you achieve something, they worry about its impact on their position and may mock or criticize you instead of encouraging you; second, they hire employees who are less capable but more obedient. These subordinates don’t challenge them and satisfy their need for superiority. As a result, departments are filled with people who flatter but lack practical skills.
4. The Difference Between Visionary Leaders and Suppressive Leaders: Win-Win vs. Zero-Sum Thinking
Visionary leaders (with a “Bole” mindset) support and reward capable employees, even sharing their success with others (e.g., “I’ll give you a bonus for this project and let you lead more people”). In contrast, suppressive leaders (with a zero-sum mindset) see your success as a threat to their own status and will do everything to prevent it. Their self-worth is not derived from creating value for the company but from proving they are better than others.
5. Advice for Professionals: Consider a Leader’s Background Before Choosing Them
If you notice a suppressive leader, take the time to understand their background (family circumstances, education, and upbringing). It’s better to choose leaders who came from comfortable environments where resources were not scarce. They haven’t experienced the anxiety associated with resource scarcity and are less likely to treat subordinates as competitors. Understanding their mindset helps you navigate workplace relationships more effectively.
This article uses psychological principles to explain workplace behaviors, reminding us that many leaders’ oppressive actions are not personal attacks but a reflection of their own childhood experiences. By recognizing this, we can respond more rationally to these situations.