What is Downward Envy. The ideal organizational structure fosters healthy competition, collaboration, and individual growth. However, the human element can introduce complexities. One such complexity is envy. Organizational behavior and leadership literature is full of work on envy. Different researchers have made significant contribution on understanding different facets of envy, i.e:
- Upward envy
- Downward Envy
- Peer to Peer (or coworker) envy.
While much has been written on upward and peer to peer envy, but very less literature is available on downwards envy. Downward envy is where a senior feel threatened by the skills, success, or potential of a subordinate. This envy, if left unchecked, can manifest as abusive supervision, creating a toxic work environment with detrimental consequences for both individuals and the organization.
This article is a humble effort by the author to highlight the corrosive power of downward envy and its effect on organizational growth.
Understanding Downward Envy
Downward envy stands in stark contrast to the more commonly discussed upward envy, where subordinates covet the achievements of their superiors. In downward envy, the senior feels threatened by a subordinate’s perceived advancement, questioning their own value or position. This threat can stem from various factors, including:
- Perceived Competence: A subordinate’s exceptional skills or innovative ideas might trigger envy in a senior who feels their own expertise is being surpassed.
- Work Recognition: If a subordinate gains recognition for his work, it can chip away at the senior’s sense of accomplishment and it can trigger feelings of envy.
- High-Performing Subordinate: Employee who consistently exceed expectations can make his superior feel insecure about their own competence.
- Rapid Advancement: Seeing a subordinate climb the ranks quickly can create feelings of inadequacy or resentment in the senior.
- Innovation and Fresh Ideas: A subordinate’s innovative approach or new ideas might be perceived as a challenge to the senior’s established methods.
The Descent into Abusive Supervision
When left unaddressed, downward envy can morph into abusive supervision. This manifests in behaviors that belittle, demean, or harm the subordinate. Here are some common examples and behavior of senior as an outcome of downward envy:
- Hiding the Organizational Tasks: Senior do not involve subordinates in organizational tasks and ensure that subordinates remain oblivious to what is happening in the organization. In other words, they do not let the subordinate participate.
- Micro-management: The senior exerts excessive control over the subordinate’s work, offering unnecessary criticism and hindering their autonomy. Consequently, the subordinate’s independence is stifled.
- Public Humiliation: The senior criticizes the subordinate’s work in front of colleagues, damaging their reputation and confidence. As a result, the subordinate feels belittled.
- Unrealistic Deadlines and Workloads: The senior assigns unreasonable deadlines or overwhelming workloads, setting the subordinate up for failure. Thus, the subordinate is often overwhelmed.
- Withholding Resources or Opportunities: The senior denies the subordinate access to training, resources, or projects that could help them excel. In turn, this limits their growth.
- Yelling, Insults, or Threats: In extreme cases, the abuse may turn verbal or even physical. Moreover, this creates a toxic work environment.
- Ignoring the Work: Ignoring the work of subordinates and not giving it importance. Additionally, this undermines their efforts.
Few Additional Behaviors of Downward Envy
- Grouping within Department: Making groups within the Department to gain undue popularity among juniors, pretending as if they are more popular in the Department. Furthermore, this promotes favoritism.
- Taking Control Midway: Taking over control of any task assigned to the subordinate midway and not allowing them to complete the task. Thus, the subordinate’s input is disregarded.
- Breaking the Reporting Level: Giving tasks to individuals directly, bypassing the subordinate to whom they feel envy. Consequently, this diminishes the subordinate’s authority.
- Look Busy, Do Nothing: Pretending as if they are very busy and linked with the top management for many strategic decisions. In reality, they are not contributing meaningfully.
- Taking Credit: The senior might downplay the subordinate’s contributions or claim credit for their ideas and accomplishments. As a result, the subordinate feels unappreciated.
Consequences of Abusive supervision due to Downward Envy
The consequences of downward envy are far-reaching, impacting both individuals and the organization:
For the Subordinate:
- Decreased Employee Morale: Abusive supervision not only leads to low morale but also results in decreased motivation and increased stress among subordinates. Consequently, it creates a climate of fear and anxiety, which hinders productivity and creativity. As a result, a demoralized and harassed employee is unlikely to perform at their best.
- Reduced Job Satisfaction and Engagement: Furthermore, abusive supervision can significantly contribute to feelings of stress, anxiety, and decreased motivation, thereby diminishing job satisfaction.
- Physical and Mental Health Issues: Over time, chronic stress caused by such abuse may manifest in physical ailments, burnout, and even depression.
- Increased Turnover: Ultimately, employees subjected to abuse are more likely to leave the organization, which, in turn, leads to higher recruitment and training costs.
For the Senior:
- Damaged relationships: Abusive behavior fosters a climate of fear and distrust, hindering collaboration and communication.
- Loss of Credibility: A Senior who resorts to abuse loses the respect and trust of his team.
For the Organization:
- Decreased Productivity: A toxic work environment leads to a decline in overall productivity and innovation.
- Increased Absenteeism: Employees subjected to or witnessing abuse are more likely to miss work.
- High Employee Turnover: Costs associated with recruiting, training, and replacing employees can significantly impact the organization’s bottom line.
- Negative Employer Brand: A reputation for abusive practices can deter top talent from joining the organization.
Breaking the Cycle: Strategies for Preventing and Addressing Downward Envy
There are steps both individuals and organizations can take to prevent downward envy and mitigate its consequences:
For Individuals:
- Self-awareness: Recognizing the signs of envy is the first step towards managing it. Seniors should reflect on their feelings and identify triggers.
- Reframing the Situation: View the subordinate’s success as an opportunity for collaboration and the team’s overall growth.
- Focus on Mentoring: Instead of feeling threatened, use the situation to mentor and guide the subordinate, fostering their development.
- Open Communication: Have an honest conversation with the subordinate about concerns and collaborate on finding solutions.
- Self-Improvement: The senior should resort to self-improvement by acquiring the skills and attributes which he is lacking.
For Organizations:
- Promote a Culture of Growth: Focus on developing employees’ skills and creating a learning environment where everyone feels supported.
- Diversity and Inclusion: Creating teams with diverse perspectives can foster an environment where different skills and experiences are valued.
- Transparency and Recognition: Ensure clear career paths and recognition systems that reward merit and contributions.
- Anti-bullying policies and training: Implementing clear policies and training programs on respectful behaviour can deter abuse.
Conclusion:
Downward envy is a complex issue with the potential to poison work environments. By recognizing the signs, understanding the consequences, and implementing preventive measures, organizations and individuals can create a healthier and more productive workplace.
Please mention in the comment that have you every subjected to abusive supervision due to downward envy by your senior. how you managed it in your work environment.