The Psychology Of Managers: 6 Areas You Need To Know

What goes on in the mind of a manager? That’s an interesting question with many answers to follow. In this article, I have picked six key elements of a manager’s psyche that make or break their success. While these are essential topics from psychology, you do not need a degree to decode the psychology of managers. Instead, you need curiosity and willingness to learn from those who have been here before you. The psychology of leadership looks at how people in leadership positions affect and inspire their teams. Effective leadership is more than just giving out tasks; it needs a good grasp of how people think and feel. Whether you are a new manager or an experienced leader, understanding the mental processes behind the actions of people management professionals will indeed support your professional prospects and enable greater success.

What’s the manager mindset?

A “manager mindset” refers to how managers think, approach problems, and make decisions. A manager’s mindset also heavily guides their team; you will often see it reflected in the habits they espouse and the results they aim for. If you follow a sport like football, you know exactly what I am talking about. Pep Guardiola, known for his possession-based, high-pressing style, brings it to the players in every game. However, José Mourinho has a pragmatic, results-oriented approach and a strong defensive organization. At times, the psychology of managers becomes critical to determine the course of action. However, things are a little different for people managers in the workplace. Their styles are not too aggressive and on the face. A focus on organizational goals, team performance, and operational efficiency characterizes this mindset. Let’s decode this further below:

#1 Emotional Intelligence

Emotional intelligence, or EQ, is very important for good management. It means being aware of and managing one’s own feelings and understanding the feelings of others. In the words of Daniel Goleman , in Emotional Intelligence: Why It Can Matter More Than IQ

“Emotional self-control– delaying gratification and stifling impulsiveness- underlies accomplishment of every sort”

Leaders who are emotionally aware create a friendly and supportive work atmosphere. They can address issues more diplomatically and find constructive solutions. Powered by EQ, you can see that when employees feel valued and understood, they tend to be more engaged and productive. As a leader, it allows you to encourage open communication so team members can share their ideas, concerns, and feedback without worrying about being judged. But there’s more to it. A higher emotional intelligence level gives you the mental fortitude to overcome challenges and handle unexpected situations well. All in all, emotional intelligence is a critical part of psychology of managers to handle the people side of things. It means communicating effectively, overcoming conflicts within and outside the team, and even developing self-awareness and self-control to support well-thought-out decisions.

#2 Hierarchy of Needs

Maslow’s Hierarchy of Needs is an important idea in psychology of managers that helps us understand what drives human behavior. This model shows five levels of human needs, ranging from basic needs like food and safety to the top level, which is self-actualization. Knowing these needs helps managers see what motivates their team members and what they hope to achieve. In the real world, employees have needs that go beyond incentives. These include work-life balance and ownership over tasks. A McKinsey survey highlighted that employees want meaningful work and trustworthy leadership that offers mentally fulfilling experiences. So, it’s high time managers move beyond task allocation and rethink workplaces as complex ecosystems thriving around them. When managers recognize this hierarchy, they can build a better work environment. Meeting basic needs, like fair pay and job security, allows employees to work towards higher needs. These include feeling accepted, being recognized, and growing personally. This understanding is key to effective leadership roles and supports positive personality traits among employees.

#3 Cognitive Biases

Cognitive biases are mental shortcuts our brains use to handle information quickly. These shortcuts can help us in everyday life, but they may affect how managers make important decisions. It can lead to errors in judgment and less objectivity at work. These cognitive biases in workplaces often impact without us realizing it. For instance, a common bias is the “halo effect.” It occurs when a leader has a good impression of someone in one area, and that positive feeling makes them think the person is great in all areas. For example, if an employee is charming, they may be seen as skilled at everything, even without clear proof. It’s vital for leaders to understand these common biases as part of the psychology of managers. When you recognize how these biases influence your thoughts and choices, you can work to reduce their effects. This way, you make better decisions and reach fairer results. And it’s not just about fairness; your team deserves an impartial approach to performance reviews, appraisals, and opportunities. Biases and evident instances of favoritism and proximity bias create dissatisfaction among employees.

#4 Growth Mindset

Stanford psychologist Carol Dweck introduced the idea of a growth mindset, and it has become one of the most popular concepts in psychology of managers. It means that people believe they can improve their skills and intelligence through hard work and learning. Those with a growth mindset see challenges as chances to grow and setbacks as something they can overcome. In leadership positions, having a growth mindset is important for building a workplace that keeps getting better. Strong leaders support their team members by encouraging them to take on new challenges and learn from their mistakes. They create a space where new ideas can grow and everyone feels inspired to reach their full potential. The differences between a fixed mindset and a growth mindset are clear. A person with a fixed mindset thinks their skills are unchanging. They avoid challenges and easily give up when things get tough. They also see failures as proof that they cannot improve. On the other hand, a growth mindset is incredibly liberating for your team because it frees them from the fear of making mistakes and taking chances. Instead, it enables them to approach challenges and novelty with an open mind. . With a growth mindset, you should focus on sharing regular feedback and focus on effort instead of just results. This leadership style greatly affects teams. When leaders show a growth mindset, it encourages their team members to do the same. This leads to a culture of learning, using resilience, and finding new ways to innovate.

#5 Psychological Safety

Psychological safety is important for teams that want to perform well. It means your team members can take risks like sharing ideas, admitting mistakes, or speaking up without fear of negative reactions. When this safety exists, your people are more likely to be themselves. It leads to better teamwork, creativity, and new ideas. Psychological safety in teams is not just a vanity term in psychology of managers to discuss; it’s critical if you want to prevent team attrition. BCG’s research suggested that 12% of employees who reported the lowest levels of psychological safety would quit within the next twelve months. Psychological safety has a big impact on how well a team performs. When people feel safe sharing their thoughts and ideas without worrying about backlash, they often share helpful insights. This openness helps create new ideas, improves decision-making, and boosts innovation. Also, feeling safe builds a sense of belonging. Team members want to support each other and work together towards common goals. This teamwork leads to more productivity, better job satisfaction, and fewer people leaving the team. Your role as a manager is very important for building trust and respect in the team. You should seek out different viewpoints and encourage open conversations to ensure psychological safety for all participants. By valuing everyone’s input, you help create a space where psychological safety can really grow, and the teams can thrive.

#6 Attribution Theory

I am sure you regularly wonder “why did they do that?” The way you answer that question in your head comes under the purview of attribution theory in the psychology of managers. Attribution theory is a key idea in social psychology. It looks at how people understand why things happen and why others act in certain ways. This theory is important in leadership because it affects how followers see their leaders and how they respond to them. Effective leaders know about attribution theory and its effects on their teams. Being aware of how people make sense of situations helps shape how your team views you, helping create a more helpful and successful work atmosphere.
In management, attribution theory shows us how employees view their leaders’ decisions and actions. For instance, when a CEO announces layoffs, employees want to know why. Their feelings about the decision depend on how the CEO shares the information. They might blame the CEO for poor management or a lack of planning. Alternatively, employees might think the layoffs happened due to factors outside the CEO’s control. It could be things like changes in the economy or more competition in the industry. How employees reason about these events can affect their trust in leadership and their motivation to work hard. One important takeaway from attribution theory for managers is that you must clearly explain your decisions. Sharing your reasoning helps employees understand the reasons behind choices that affect them, building trust and empathy within the team. Additionally, recognizing internal and external factors in successes and failures can help create a fair workplace.

Conclusion

In conclusion, it’s important to understand how managers think for effective leadership and good team performance. Emotional intelligence, Maslow’s hierarchy of needs, cognitive biases, growth mindsets, and psychological safety are all key to understanding the psychology of managers. By focusing on these areas, you can boost employee motivation, improve decision-making, and create better team dynamics. Developing a growth mindset, getting over biases, and building a safe work environment to trust and work together are essential for your professional success. Including these psychological ideas in their work can improve your organization’s culture and lead to success.