R E S E A R C H B R I E F S

Personality Disorders and DysfunctionalEmployee Behavior: How Can ManagersCope?

ResearchBrief by StuartD. Sidle, Associate Professor,Departmentof Psychology,University ofNewHaven

Have you ever had to work on a team withsomeone who is very bright, yet so inflexiblethat its difficult to get anything done? Is itthat this rigid person is choosing to be uncooper-ative just to make life difficult for you and yourteammates? Or could it be that this person actu-ally has a diagnosable personality disorder, makingit extraordinarily challenging to adjust his or herbehavior?

Psychologists describe personality disorders as atype of mental illness in which a person has a rigidand unhealthy pattern of thinking and behavingno matter what the situation. And this leads tosignificant problems and limitations in relation-ships at home and work. One example is obses-sive-compulsive disorder (OCD), characterized bya preoccupation with rules, orderliness, and con-trol. Workers with OCD come across as inflexible,overly focused on minute details, and unable tocomplete tasks as a result of their unrealistic de-sires for perfection. Another example is the his-trionic personality, characterized by overdramaticemotional reactions (e.g., loud tantrums) to ev-eryday events for the purpose of seeking attention.Workers with a histrionic disorder come across asvain and often inappropriately sexually provoca-tive in their constant quest to be the center oftheir colleagues attention.

While most individuals are likely to exhibit atleast a few of the traits of various personalitydisorders at some point, most do not have a diag-nosable disorder. For example, most people feelsuspicious of others at one time or another, but

that does not mean they have a paranoid person-ality disorder. Consequently, in most cases whenmanagers need to coach employees who are dem-onstrating counterproductive team behaviors theyare not going to be confronting someone with apersonality disorder.

Yet there could be times when the employee inneed of coaching on team skills does have a per-sonality disorder. Unfortunately, few managers arelikely to feel equipped to effectively deal with suchemployees, especially if they are wreaking havocon workplace relationships. And this may leavemanagers feeling frustrated by their inability tointervene successfully.

New research on how personality disordersaffect the workplace provides useful guidancefor managers. Indeed, Susan Ettner (UCLA),Johanna Maclean (Cornell University), and Mi-chael French (University of Miami) examineddata from a survey conducted by the U.S. Bu-reau of the Census for the National Institute onAlcohol Abuse and Alcoholism, which, amongother things, gathered information about therespondents work life and whether they had aspecific personality disorder. The dataset in-cluded adult individuals in the United Stateswho were of working age (12,457 men and16,061 women).

The implications of this research are compel-ling. Overall, Ettner and her colleagues found that18% of men and 16% of women in this represen-tative sample of working adults had at least onepersonality disorder. The researchers found thatthe most common personality disorder amongboth genders was OCD: 9% of the sample wasclassified with this disorder. Clearly, these resultsindicate that in any large organization there is astrong likelihood that there are individuals whoare either struggling with their own personalitydisorders or who are trying to navigate a relation-ship with a colleague with a personality disorder.And many times these struggles lead to negative

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outcomes for everyone concerned. For example,Ettner and her colleagues found that those whohad OCD, as well as those with paranoid andantisocial personality disorders, were much morelikely to be fired or experience problems in inter-actions with coworkers and bosses.

Yet not all personality disorders were equal interms of their severity of work-related conse-quences. Indeed, some of the results were surpris-ing. For example, Ettner and her colleagues foundthat employees with OCD were more likely tohave trouble with a boss or coworker than em-ployees diagnosed with antisocial personality dis-order. Considering that antisocial personalitieslack morals, are willing to lie, have the potentialfor violence, and are impulsive, one would thinkthat they would have more trouble with theirbosses or coworkers than those with OCD. How-ever, antisocial personalities tend to take pleasurein charming and manipulating others, while thosewith OCD do not. As a result, the OCD sufferermay face troubled workplace relationships soonerthan the antisocial personality.

In light of these findings it is clear that personal-ity disorders account for a substantial amount ofworkplace dysfunction. For this reason Ettner andher colleagues recommend that company humanresource leaders make employees more aware of theimplications of personality disorders and offer sup-port (e.g., online support groups) to help managerelationships damaged by those with personality dis-orders. Also, Employee Assistance Program (EAP)personnel should be trained to identify and interactappropriately with employees who have personalitydisorders. Such employees may require a very differ-ent approach to treatment than employees who aredepressed, anxious, or suffering from addictions. Inaddition, EAPs should be prepared to offer cowork-ers support and practical strategies for reducingworkplace conflict with individuals suffering frompersonality disorders.

In general, a better understanding of personal-ity disorders and their potential effects on produc-tivity may allow managers to make informed de-cisions regarding how to intervene when facedwith difficult employees who are causing problemson teams. Though their research is a big step inthis direction, Ettner and her colleagues agree that

more work needs to be done. Additional person-ality disorders need to be considered (e.g., border-line personality disorder and schizotypical person-ality disorder). That said, it would be especiallyhelpful if managers had clear guidance on how todistinguish employees who simply need develop-ment on interpersonal and team skills from thosein need of mental health professionals.

Source: Ettner, S. L., Maclean, J. C., & French, M. T.(2011). Does having a dysfunctional personality hurt yourcareer? Axis II personality disorders and labor market out-comes. Industrial Relations: A Journal of Economy and Society,50, 149173.

Career Track or Mommy Track: How DoWomen Decide?

ResearchBrief by StuartD. Sidle, Associate Professor,Departmentof Psychology,University ofNewHaven

When two married working professionals de-cide to start a family they are often facedwith a big decision. Do they both continuefull force in their careers? Or should one of themtake a step back and focus more on managing thehome and raising the children? And while stay-at-home dads have become more common in re-cent years, wives are typically the more likelyparent (in heterosexual marriages) to take a careerbreak to focus on children.

When ambitious working professionals taketime off from their jobs to focus on home andfamily they often sacrifice career opportunities.For example, much has been written in recentyears about the decrease in career opportunitiesfor women who are thought to be on the mommytrack once they take extended time off from workor reduce their hours to focus on family. Withthese sacrifices facing them, the decision to cutback or leave work is likely a heart-wrenchingchoice for many women, especially for those on arewarding career path.

For those organizational leaders tasked withattracting and retaining top talent, having a

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