Last week, I had coffee with a friend who manages a team at an international company. She usually brightens the room, but that day, she was concerned about a team member. She was thrilled to hire him, citing his skills and enthusiasm during his interview. However, in the past few months, he has lost his spark, not seizing opportunities or displaying the initiative that once stood out. Hearing more about the team dynamics and workplace environment, I wondered if she was describing learned helplessness. With that in mind, today’s post will explore this issue in the workplace.
Originally identified by psychologist Martin Seligman, learned helplessness describes a state where individuals, after facing repeated failures or uncontrollable negative events, begin to believe they have no power over their circumstances. This belief leads to a give-up reaction, hindering personal and professional growth.
McKean (1994) described learned helplessness as having three main components. First, there is a tendency to blame oneself for problems, leading to thoughts like “I’m the problem.” This trend is called the “It’s me” syndrome. Second, people assume that one failure means everything else will fail too. Finally, individuals see their difficulties as never-ending, thinking they will last forever. These factors create a mindset that can destroy motivation and the ability to recognize and take advantage of opportunities for growth and change.
In the workplace,learned helplessness manifests through decreased motivation and productivity, and increased resistance to change. Employees perceive their efforts as futile, leading to disengagement, absenteeism, and even departure from their jobs. This condition affects individuals and builds an unhealthy organizational culture where innovation and proactivity are rare.
Research by Rizvi and Sikand (2020) found that learned helplessness can reduce an employee’s involvement at work. Employees perceive their employer as a rigid organization that leaves no room for personal control or influence. This perception can lead to fatalism, when employees attribute their successes to luck or destiny rather than to skill or hard work. Similarly, they tend to attribute their failures to external factors and not to their actions or decisions. Additionally, employees may also doubt their own abilities, believing they lack the necessary skills for their role, further diminishing their work involvement.
Leaders’ role in learned helplessness
Leaders can foster an environment that leads to learned helplessness among their employees through several behaviors. Here are five ways:
1. Overly controlling management styles: Leaders who micromanage every aspect of their employees’ work prevent them from making independent decisions and solving problems on their own. This can lead employees to feel that their input and creativity are not valued, fostering passivity and disengagement.
2. Lack of recognition: Failure to acknowledge and reward employees’ efforts and achievements can make them feel undervalued. When employees believe that their hard work goes unnoticed, they may question the point of putting in extra effort.
3. Inconsistent policies and expectations: When rules frequently change without clear communication, employees can feel unsure about what is expected of them. This uncertainty can diminish their sense of control and efficacy in their roles.
4. Creating a culture of blame: A workplace where mistakes are met with punishment rather than being seen as learning opportunities can lead employees to fear taking risks. This fear can limit creativity, as employees prefer to remain unnoticed rather than attempt something new and fail.
5. Setting unrealistic goals: While ambitious targets can motivate, setting unattainable goals can have the opposite effect. Employees who feel set up to fail may eventually stop trying, believing that their efforts will never be good enough.
What can leaders do?
To reduce learned helplessness in their teams, managers can adopt a variety of strategies to foster a more empowering work environment:
1. Encourage autonomy: Give employees more control over how they accomplish their tasks. Autonomy can reinforce their belief in their own capabilities and promote a sense of ownership over their work.
2. Provide constructive feedback: Regular feedback helps employees understand how they can improve and grow. Celebrate their successes and offer support when they face challenges.
3. Set realistic goals: Work with employees to set goals that are both challenging and achievable, which can boost their confidence and show them that their efforts can lead to success. A common issue is that some leaders see themselves as visionaries and expect employees to realize their grand visions without adequate guidance or the necessary resources. Just as builders need materials to construct a castle, skilled professionals require the right tools and support to bring a leader’s vision to life.
4. Offer professional development: Provide opportunities for employees to learn new skills and advance in their careers. This can help them overcome feelings of stagnation and boost their confidence.
5. Involve employees in decision-making: Many managers resist involving employees in decision-making, often believing that this domain belongs solely to them and fearing a loss of power if they share it. However, they may overlook the fact that, while some decisions are best made by a select group of executives, many aspects of the business would greatly benefit from employee participation. Although relinquishing some control can be difficult, I encourage managers to include team members in decisions related to their work. A collaborative approach can bolster employees’ sense of agency and commitment to the results.
6. Create a supportive environment: Encourage an atmosphere where mistakes are viewed as a part of the learning process. A supportive environment can lessen the fear of failure and foster a culture of experimentation and innovation. This begins with leaders who acknowledge their own mistakes, rather than ignoring them or shifting the blame onto others who are not in a position to defend themselves.
7. Focus on individual strengths: Utilize the strengths of each team member. When employees work in areas they excel in, they are more likely to experience success and feel competent.
Wrapping up
Learned helplessness, while a significant barrier to personal and organizational success, can be overcome. By understanding its roots, leaders can take proactive steps to create more empowering professional environments. Overcoming learned helplessness opens the door to innovation, transforming challenges into steppingstones for growth and success.
I will see you next week!
References
McKean, K. J. (1994). Using multiple risk factors to assess the behavioral, cognitive, and affective effects of learned helplessness. The Journal of Psychology, 128(2), 177-183. https://doi.org/10.1080/00223980.1994.9712721
Rizvi, Y. S., & Sikand, R. (2020). Learned helplessness at the workplace and its impact on work involvement: An empirical analysis. Global Business Review, 0972150920976693.
Roque Neto 