Question 21

A manager who consistently diminishes employee contributions because they believe only their ideas are valuable, despite lacking evidence to support this idea.

This scenario exemplifies a superiority complex, where the manager believes their ideas are inherently superior to those of their employees, undermining their contributions without justification.

A) A manager who consistently diminishes employee contributions because they believe only their ideas are valuable, despite lacking evidence to support this idea

This option accurately describes a superiority complex. The manager's dismissive attitude towards employee contributions stems from an inflated sense of self-worth, leading them to believe that their ideas are the only ones that matter, which is a hallmark of this psychological condition.

B) A person who is too afraid to apply for a higher-paying position because they feel unworthy despite evidence of being well-qualified for the position

This option illustrates a lack of self-esteem rather than a superiority complex. The individual’s fear of applying for a position due to feelings of unworthiness reflects insecurity, which contrasts with the arrogance and dismissiveness characteristic of a superiority complex.

C) A manager who provides constructive feedback to employees in an attempt to improve their performance to make the company more money

This scenario depicts a supportive and constructive leadership style, which is not indicative of a superiority complex. Instead of diminishing others, this manager aims to enhance employee performance, showcasing confidence in their team's abilities.

D) A person who is self-assured and confident who seeks the input of their manager when making decisions because they are too nervous to decide themselves

This choice highlights a lack of confidence in decision-making, not a superiority complex. Seeking input from others reflects a collaborative approach rather than the dismissive and arrogant behavior associated with a superiority complex.

Conclusion

Option A is the definitive example of a superiority complex, as it showcases the manager’s belief in their own superiority at the expense of others. In contrast, Options B, C, and D illustrate different aspects of self-perception and leadership styles that do not align with the traits of a superiority complex. Thus, A stands out as the only correct choice based on the context provided.