As leaders assume increasing responsibility for managing resources, time, personnel, budgets, and outcomes, they are often subjected to excessive demands that can create high levels of stress. In this paper, we will discuss how this pressure impacts their ability to manage personal feelings towards subordinates.
According to studies conducted in various organizations, high-stress jobs tend to negatively influence the emotional bonds between supervisors and employees.
Managers who experience prolonged periods of workplace pressure may become insensitive towards their workers' needs due to an accumulation of negative feelings such as anger, irritation, resentment, and frustration. This makes them more likely to withdraw from meaningful connections with staff members and view them simply as tools to achieve desired results.
Leaders who regularly cope with difficult situations may also struggle to maintain healthy interactions outside the office walls. They may find it challenging to relax or engage in leisure activities since they feel compelled to continuously monitor events for potential threats. Consequently, they might become less open to new friendships or romantic relationships since they see themselves as 'damaged goods.' These patterns of behavior have been observed among combat veterans, who often develop Post-Traumatic Stress Disorder (PTSD) after witnessing death, injuries, and horror during military operations.
Another factor contributing to this phenomenon is a lack of self-awareness among leaders. When under extreme duress, individuals often fail to acknowledge their true feelings or motivations, which hinders their ability to empathize with others. As a result, they may project insecurities onto their subordinates, leading to tense environments that prevent open communication and collaboration. Similarly, individuals who avoid introspection may lose touch with their values, causing them to prioritize productivity over humanity. Such attitudes can lead to unethical decisions that harm team morale and employee retention.
There are physical effects on stress management that impede leaders' capacity to relate intimately with subordinates.
Prolonged exposure to high cortisol levels has been linked to decreased cognitive function, memory loss, mood swings, and increased risk of chronic diseases such as heart disease and stroke. In addition, excessive work hours can interfere with personal care, socializing, exercise, and healthy eating habits, further diminishing emotional resilience. Therefore, if not addressed promptly, the cumulative impacts of these factors could create serious mental health challenges for commanders, jeopardizing their effectiveness in leadership roles.
The stress of command poses considerable risks for managers' relationships with subordinates. It can cause them to become insensitive towards workers, struggle to maintain positive interactions outside work, and experience negative psychological and physical effects. To mitigate these consequences, leaders must cultivate self-awareness, foster empathy, and practice effective time management strategies. By doing so, they will be better equipped to handle complex situations and manage both their personal well-being and professional obligations simultaneously.
How does the stress of leadership affect a commander's ability to manage personal feelings toward subordinates?
The stress of leadership can impact a commander's ability to effectively manage their feelings towards subordinates in several ways. As a leader, one must balance maintaining a professional distance from those they lead while also building trust and rapport with them. This can be difficult when dealing with high-stress situations, which are common in military operations.