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The activities of managers require much more energy than the functioning of people who do not manage teams of people and organizations. It generates a specific type of responsibility related to the implementation of four basic managem ent functions – planning, organizing, leading/motivating, controlling (Stoner, Freeman, G ilbert, 1997; Kraczla, 2013) – and an extensive area of decision-making and risk. The cos t may take a physiological, psychological and behavioral dimension. The purpose of the article is to identify adverse c onditions and behaviors of persons performing managerial roles that may be related to des tructive processes and situations occurring in the organizations and teams they manage. The wor k is based on psychological theories defining and describing dysfunctional states of man agers, often resulting from stress. The transfer of this knowledge to management sciences i s an attempt to find the source of most conflicts in organizations and increase the efficie n y of their resolution. Psychological costs incurred by managers can be per ceiv d as the form of somatic ailments, feelings of excessive anxiety (anxiety), emo tional balance disorders, workaholism and other forms of addiction, interpersonal conflicts, intensification of narcissistic, Machiavellian, psychopathological behaviors (a set of features cal led dark triade in the literature), and as a result to the creation of adverse internal organi zational conditions, for instance mobbing. The research on irregularities in the workplace sho ws a significant increase in negative phenomena associated with the abuse of power. The m anifestations of these abuses are the inappropriate treatment of employees by superiors; building an atmosphere that generates stress, verbal violence, humiliation, discriminatio n, exclusion, and physical violence.

PSYCHOLOGICAL LOAD OF MANAGERS AND DESTRUCTIVE ORGANIZATIONAL PROCESSES