Did you know that an assessment known as the Workplace Arrogance Scale can actually measure employee/manager arrogance? It’s true. Commonly referred to as WARS, this measurement can provide a great deal of insight into workplace dynamics between staff members. This kind of concrete data is useful in guiding training and helping to create a more satisfactory work environment. Keep reading to learn more about WARS and what it could do for your organizational culture.
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The WARS inventory was developed over a four-year period by researchers from the University of Akron and Michigan State University, led by Stanley Silverman. It measures employee/manager arrogance in an attempt to help identify problematic employees so that issues can be handled proactively. Arrogant employees tend to perform poorly, leaving colleagues who are more socially competent to take up the slack. This can have a negative effect on morale, collegiality, retention and productivity, among other things.
Arrogance in the Workplace
The motivation behind the research and development of the Workplace Arrogance Scale comes from all of the negative effects such personalities can have among colleagues. Arrogance from leaders is particularly damaging because of the power they wield over their subordinates with regard to promotions, job duties and performance evaluations. Arrogant managers destroy motivation among their employees.
Types of Arrogant Behavior
Arrogance isn’t one single character flaw or personality trait. It tends to be a pattern of behaviors. Let’s take a look at some examples that frequently occur within work settings.
Common types of arrogant behavior include:
- Intimidation attempts, both verbal and non-verbal
- Putting employees down in front of others
- Showing off in meetings
- Giving unsolicited advice in matters they have little expertise in
- Treating subordinates unfairly or rudely
Arrogance in the workplace creates toxic conditions that are quite unbearable for everyone.
Through their research, Silverman’s team was able to make some interesting findings regarding arrogant employees. Patterns emerged that can provide insight to company leaders for addressing and dealing with problems. The biggest takeaway from their interviews is that most arrogance is unwarranted. Those employees who were the most arrogant tended to be the least skilled, knowledgeable and talented. These workers did not have the know-how to back up their arrogant attitudes. In addition, staff members with low self-esteem were determined to exhibit high levels of arrogance, indicative of an attempt to compensate for poor self-image. Arrogant employees were ultimately found to be the least productive and successful ones by the WARS researcher team, as well. Extreme arrogance prohibits superior work results. Therefore, it makes sense that these patterns of behavior should be identified within workplaces so that steps can be taken by Human Resources or company leadership to provide the offender with opportunities to improve their problematic actions.
The WARS is an assessment that helps to identify particularly arrogant employees within a work environment. It’s useful in providing data that can help teams to thrive within their workplaces. This refers to the offending arrogant party, as well. The insight provided by the Workplace Arrogance Scale can be a catalyst for positive change that restores morale, camaraderie and productivity among colleagues.