Subordinates’ competence: a potential trigger for workplace ostracism

Abstract

While the competence of subordinates is considered desirable in the workplace, it may create challenges in managing people in organizations. This study examines why subordinates’ competence triggers ostracism within the workplace based on social comparison theory and previous insecurity studies. Data from both managers (N = 130) and their subordinates (N = 231) provided findings which affirm that, first, some managers regard competent subordinates as potential challengers and thus develop a feeling of insecurity, which creates motivation for the ostracism of those competent subordinates. Second, those subordinates who feel ostracized by managers may show less commitment toward their managers, feel less confident and engage in negative gossip about their managers. The implications of competence triggered ostracism for management include that competent subordinates require active management and development to avoid potentially damaging relationships between managers and subordinates emerging which would be detrimental to the organization.

Keywords:

• Competence
• employees
• managers
• ostracism
• relationship
• subordinates

Acknowledgments

We would like to express our sincere gratitude to two colleagues Prof. Jeremy Celse and Prof. Chris Rowley who have offered valuable comments to an earlier version of this paper. The insight provided by our colleagues and their constructive criticism have greatly improved our paper.

Disclosure statement

No conflict of interest to report.

Additional information

Funding

This study was funded by Salford University Research Fund (Ref: BNS192).