Managerial taboos: How the ideal of a manager may harm people and organizations

Abstract

This conceptual paper explores the seldom-discussed "unspoken rules" or managerial taboos that are often part of a manager's career but are rarely acknowledged openly. These sensitive issues can trigger feelings of guilt, shame, or self-doubt, creating tension between a manager's real identity and the idealized image of an "ideal manager." We propose a conceptual model that links this identity conflict to adverse outcomes, such as decreased productivity and compromised mental and physical health. We argue that the idealized identity is facilitated by several processes in broader management education and learning processes: idealized management skills taught in business schools, popular literature that defines what a "good manager" should be, and high expectations from stakeholders, colleagues, and employees. We recommend transforming management education and training because confronting these managerial taboo topics head-on is necessary to help managers become more resilient and effective and improve their overall well-being.