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Passion killers: the art of passion killing in the age of stress and anxiety.
Abstract
There is growing pressure and stress placed on organisations to fight for customers and service/product placement in an increasingly competitive global marketplace. It has, therefore, never been more important to get the best out of the workforce. To achieve this, the role of the leader can be a fundamental factor in organisational success or failure.
Leaders need to have the requisite skills to reflect the demands placed upon them in the 21st century. There are the “accidental managers” who just drop into the role of leadership and others who may develop skills and knowledge in readiness for a leadership role. There are also those who may have the innate ability to lead. Within the mix are those who are characterised by traits associated with the “dark triad” or who may use “pathocratic influence” on others to conform, reinforcing values (or lack of values) associated with toxic leadership. They create damage and harm. They become “passion killers”. The result can lead to a “pathocracy”.
This book discusses the role emotional intelligence plays in helping people deal with stressful and challenging experiences, suggesting different ways to cope. The author reflects on the values that are integral to the success or failure of an organisation. “Passion” is identified as an added value that can differentiate one organisation from another. If passion is harmed, it can affect motivation, creativity, output, performance, and productivity. Therefore, this book provides the reader with examples of “passion killing” while making suggestions as to factors that can be adopted to engage and encourage passion. Conclusions are drawn and recommendations made to support those faced with “passion killers”.
This book is aimed at those of all ages and educational backgrounds interested in developing their leadership knowledge and skills. It is also aimed at those interested in learning more about differences in personality, emotional intelligence, stress, coping, values, and the importance of understanding the impact of “passion killers”.
... It is "the effect someone has on others while seeking to gain advantage, creating a cabal of like-minded individuals, to the detriment of the well-being of others within the working, political and social environment". Bowen (2021) adds that pathocratic influence is where leaders engage in passion killing, influencing others to behave and think in similar ways, damaging the reputation and success of the organization, creating a working environment that is toxic. This article discusses the role of passion in the workplace, passion killers, the dark triad and the pathocratic influence that people may have on others and the organization. ...
... This can lead to a toxic environment in which to work (Lipman-Blumen, 2006). Furthermore, the leader of the 21 st century needs to recognize that words can hurt and that passion killers (people and things) can have a detrimental impact on the organization (Bowen, 2020(Bowen, , 2021(Bowen, , 2022. The intrinsic flame of workplace passion and commitment can be extinguished impacting on productivity, performance and output (Bowen, 2020(Bowen, , 2021. ...
... Furthermore, the leader of the 21 st century needs to recognize that words can hurt and that passion killers (people and things) can have a detrimental impact on the organization (Bowen, 2020(Bowen, , 2021(Bowen, , 2022. The intrinsic flame of workplace passion and commitment can be extinguished impacting on productivity, performance and output (Bowen, 2020(Bowen, , 2021. It is, therefore, important that the organization is built around one where people want to go to work. ...
This article discusses the term pathocratic influence that is defined as "the effect someone has on others while seeking to gain advantage, creating a cabal of like-minded individuals, to the detriment of the well-being of others within the working, political and social environment". It can reach all parts of the organization persuading others to act and behave in a similar manner that can lead to the intrinsic flame of workplace passion being extinguished. Such behavior can lead to a toxic environment in which passion killers (people and things) can thrive. Those who use pathocratic influence can destroy what would otherwise have been great potential and promise that people could bring to the organization while drawing on the negative that include perceived failure of character and performance. They inhibit the passion (the love and desire) and commitment a person has for what they are doing and can have a long-lasting effect on motivation, output, performance and productivity. This article suggests that organizations put in place policies and procedure to help address causes of pathocratic influence and to address the impact as soon as possible. This can be achieved by organizations engaging people physically, emotionally and cognitively encouraging behaviour that creates a healthy, high performing and passionate workplace in which people feel valued.
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