It has been suggested that when bosses are promoted, they tend to increase meetings and require approval stamps, and analysis is said to have identified an unexpected reversal involving “anxiety” and stress tolerance as a factor that deprives subordinates of initiative.
Based on personnel data from Toyota Tsusho and Itochu, Watanabe Takashi (渡邉貴志) presents the results of a comparison between highly rated employees who were promoted to executive positions and those who remained at department-head level.
The analysis is said to have found that highly rated employees who were promoted tended to have lower stress tolerance. This is said to differ from the common image that people who rise through the ranks are strong under pressure.
However, the issue is said not to be stress tolerance itself, but the fact that anxiety can cause managers to deprive their subordinates of initiative.
In light of these tendencies, the question is what is needed to create an organisation where subordinates can think for themselves and immerse themselves in their work.