Saints and devils

In nearly every organization or group, saints and devils cohabit as both close and distant neighbors, adept at navigating confrontational competition across all levels. Each entity vies for dominance over the institution's culture and environment, reflecting a broader societal dynamic.

Ultimately, the CEO's personality, followed by the senior management's mindset, predominantly shapes whether an organization's culture trends towards the 'saintly' or the 'devilish.'

It's a fundamental truth that individuals possess inherent traits that position them along a spectrum between saintliness and devilry. This proximity often results in individuals occasionally displaying behavior contrary to their typical disposition, with saintly individuals occasionally exhibiting devilish behavior, and vice versa, throughout the course of a workday.

Managers with a diabolic streak derive satisfaction from exerting control over their subordinates, often resorting to subtle manipulation. Conversely, saintly managers exemplify concern for their team, standing up against devilish behavior and fostering an environment conducive to excellence.

The divide between virtue and vice persists, with devilish managers characterized by callousness, suspicion, and manipulation. Various strategies exist for dealing with such personalities, advocating for maintaining emotional control and not engaging with provocations.

In family-run businesses, owners/managers often employ manipulation, vacillating between saintliness and ferocity depending on their interests.

In summary, the intricate interplay between saintly and devilish traits shapes organizational culture, with individual personalities and managerial approaches influencing the dynamic between virtue and vice."