Post by account_disabled on Dec 21, 2023 5:40:02 GMT 2
There are good bosses out there for whom it is a real pleasure to work and bosses not so excellent (or downright horrible) who end up turning the experience of being their subordinate into a true martyrdom . However, the truth is that the way we value (for better and for worse) our superiors is not at the sole and exclusive mercy of their (more or less detestable) personality. And the science behind the relationships between superiors and employees is also largely involved in the judgment we make of our bosses. "Organizations force us to enter into social contracts with people with whom we would normally have no relationship, our bosses or our colleagues, for example," explains Sherri Malouf, author of the book Science and the Leader-Follower Relationship . «Some of those relationships will be good and others not so much. Understanding the science underlying such relationships helps us in any case to understand these types of dynamics ," explains Malouf in statements to Fast Company . "When we work in an organization, many systems come into play, the accounting system or the sales system without going any further," says Malouf.
But within organizations there is also a social system," he adds. And it is in that social system where the relationships between bosses and subordinates germinate. The shortcuts developed by our Phone Number List brain, the reason why we often rush to judge our boss These relationships are usually very complex and, as happens whenever it encounters a difficulty, the brain develops a series of shortcuts. “It is part of our biology, psychology and sociology,” Malouf emphasizes. The shortcuts generated by the brain are patterns that take root in past experiences and that lead us to develop a type of unconscious thinking that some call "hunch" and others call "intuition." For this reason, "social cognition studies focus on the automatisms of the brain and the biological structures that influence the way we act in our relationships with others ," says Malouf. «Social cognition also looks at the way we organize our thinking and information about ourselves and other people. This determines, ultimately, the way we relate to others," he points out.
In our relationships with others we tend, for example, to classify people as part of ourselves or as part of others. Confronted with the one whom we consider part of us, our brain automatically releases oxytocin and thus ultimately promotes trust, generosity and cooperation. On the contrary, when we classify someone as outside our circle, we tend to display more aggressive and disdainful behavior. The shortcuts our brains use in our relationships with others also include expectations about how other people should act . They are called mental models. The brain does not create a new model for each interaction but rather automatically chooses models that, having been used previously, generally demonstrate their effectiveness in other situations. The unconscious and automatic classifications that our brain makes of those around us sometimes ruin our work relationships. When we face the person who is going to be our boss, we cannot help but analyze whether or not he fits with our mental model of the way a leader should behave.
But within organizations there is also a social system," he adds. And it is in that social system where the relationships between bosses and subordinates germinate. The shortcuts developed by our Phone Number List brain, the reason why we often rush to judge our boss These relationships are usually very complex and, as happens whenever it encounters a difficulty, the brain develops a series of shortcuts. “It is part of our biology, psychology and sociology,” Malouf emphasizes. The shortcuts generated by the brain are patterns that take root in past experiences and that lead us to develop a type of unconscious thinking that some call "hunch" and others call "intuition." For this reason, "social cognition studies focus on the automatisms of the brain and the biological structures that influence the way we act in our relationships with others ," says Malouf. «Social cognition also looks at the way we organize our thinking and information about ourselves and other people. This determines, ultimately, the way we relate to others," he points out.
In our relationships with others we tend, for example, to classify people as part of ourselves or as part of others. Confronted with the one whom we consider part of us, our brain automatically releases oxytocin and thus ultimately promotes trust, generosity and cooperation. On the contrary, when we classify someone as outside our circle, we tend to display more aggressive and disdainful behavior. The shortcuts our brains use in our relationships with others also include expectations about how other people should act . They are called mental models. The brain does not create a new model for each interaction but rather automatically chooses models that, having been used previously, generally demonstrate their effectiveness in other situations. The unconscious and automatic classifications that our brain makes of those around us sometimes ruin our work relationships. When we face the person who is going to be our boss, we cannot help but analyze whether or not he fits with our mental model of the way a leader should behave.