Work as Identity and Ego.
For most adults, work is the single biggest part of life. It shapes our daily routine, our relationships, and often our very identity. Moreover, for many individuals, their profession becomes central to their identity. When asked, “Who you are?” they often define themselves by their occupation and position they hold, saying, “I’m an engineer,” “I’m a doctor,” or “I’m a principal.” This specifically true for those in power, as they have nothing more to their life and personality than the position they hold. However generalizing this will be an exaggeration.
Opportunities at work.
Workplace has a lot to offer and one faces many challenges at work. Many challenges are beyond what is required of work. You either get the psychological bruises or grow out of such experience. Work is not just about salary. It is about meaning, growth, and opportunities to express oneself and the freedom to bring what you can bring to the table. But what happens when work offers only a pay check and strips away fairness, opportunity, and respect? The result is shattering: damaged relationships, poor output, and a “lose-lose” cycle for both worker and organization.
When Work Feels Like Punishment
A workplace can turn toxic when a boss practices favouritism, demands flattery, or denies equal opportunities. Suddenly, work ceases to be a platform for growth and becomes a daily punishment. Employees are left asking themselves: should I stay silent and survive, or speak up and risk being side-lined and even discriminated?
Leaving the job isn’t always possible, families depend on salaries. The real challenge, then, is internal: how to keep one’s conscience alive while navigating an unjust system. Some find strength by reframing difficulties as opportunities to grow, reminding themselves that “a smooth sea never made a skilled sailor” or simply, “this too shall pass.”
Why the Boss Wants a One-Man Show
The psychology behind such dominance is complex. Some leaders thrive on politics, backbiting, and control. Others may simply feel insecure. Some even have deep-rooted hate for a particular person. By excluding an employee who refuses to flatter them, they vent hidden hate and protect their fragile self-esteem. Social psychologists note that such “othering” preserves the ego by demeaning the outgroup, even if it damages organizational health.
Psychologists also note that not all dominance is true confidence, sometimes it’s a cover-up for stress and fear of irrelevance. Instead of inspiring teams, this “defensive dominance” breeds resentment. Here, Equity Theory by J. Stacy Adams is telling: employees constantly compare their effort and rewards they receive with the efforts and rewards of others. So ,when fairness is absent, motivation collapses.
In such settings, skill and expertise alone may not ensure growth. Getting into the boss’s “good books” often becomes the hidden criterion for promotions, raises, and opportunities. Hard-working employees may be side-lined, while less deserving but favoured individuals are repeatedly chosen for key assignments. This favouritism fuels a toxic “one-man show” culture where loyalty is rewarded over merit, stifling genuine talent.
For true efficiency, bosses must prioritize fairness over favouritism. Equal opportunities and inclusiveness not only prevent frustration but also foster hope, optimism, and productivity. Such cultures enrich jobs and create a win-win environment for both employees and organizations.
Need for Power
One-man shows also feed into power motivation. Psychologist David McClelland’s theory suggests that some people have a strong need for power, a drive to control and influence others. For individuals without formal authority, showmanship becomes a tool: dominating meetings, overshadowing colleagues, and aligning with those in power to feel significant. In this way, the showman becomes a shadow of the boss, thriving on visibility and control.
Insecurity Masking and the Theatre of Work
Sometimes showmanship is also a cover for inner anxiety. From a psychodynamic perspective, controlling others acts as a defence mechanism to manage insecurity. Erving Goffman’s Impression Management Theory sharpens this idea: workplaces are “stages,” employees are “actors,” and insecure individuals deliver a strong, charismatic front-stage performance while hiding fear and doubt backstage. In this sense, the one-man show is less about true leadership and more about a costume, confidence worn to conceal self-doubt.
The Late-Hour Illusion
“Advocates” of the “one-man show” often defend such people by saying, “But he works late” Yet, as the late Dr. A.P.J. Abdul Kalam once said: “Always leave your office on time.” Staying late is not proof of commitment; often, it’s a show to impress. Without clear boundaries, work-life balance collapses, stress rises, and ethics are sacrificed at the altar of appearances. So the question arises: do we want to be true professionals or mere showmen? When you argue about service rules, rights, work ethics and professionalism, the “advocates” ironically respond that such things are only to be written in books and not implemented, in a way expecting angels to come and implement the same.
Building a Fair and Healthy Workplace
Work at its best offers purpose, belonging, safety and not just salary. A healthy workplace allows employees to speak freely, share opportunities, and be inspired rather than intimidated. Real leaders don’t run one-man show. They build teams. Leadership does not mean monopolizing power but sharing opportunity, building trust, and ensuring fairness. Organizations that reject favouritism and domination, and instead foster collaboration and inclusiveness, not only retain talent but also unlock the full potential of their people.
The writer is Ph.D. Psychology and can be reached at immi85.khan@gmail.com
