Assessing the Role of the Self-Concept on the Destructive Impact of Obsessive–Compulsive Disorder in Managers
Article first published online: 17 JAN 2011
© 2011 Wiley Periodicals, Inc.
Journal of Applied Social Psychology
Volume 41, Issue 1, pages 82–105, January 2011
How to Cite
Harvey, M., Moeller, M. and Williams, A. (2011), Assessing the Role of the Self-Concept on the Destructive Impact of Obsessive–Compulsive Disorder in Managers. Journal of Applied Social Psychology, 41: 82–105. doi: 10.1111/j.1559-1816.2010.00703.x
- Issue published online: 17 JAN 2011
- Article first published online: 17 JAN 2011
Managers can have personal afflictions that may interfere with their role as managers in an organization. One of these maladies is obsessive-compulsive disorder (OCD), a condition frequently identified with excessive patterns of seemingly unnecessary behavior. OCD compels individuals to seek “perfection” in the accomplishment of primarily routine tasks. This overt routine of behaviors distracts individuals from accomplishing their goals and those they manage. This paper examines the role of self-concept as being central in identifying and understanding the characteristics of the behavioral disorder OCD and how to modify the self-concept to prevent disruption in the workplace. In addition, the paper explores how to measure OCD and the impact of maladies on peers, subordinates, and superiors in the organization.
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