The feeling of inferiority: a key to interpreting interrelationships in the business context

Abstract

The contribution explores the feeling of inferiority within the corporate context, interpreting it through the lens of Adlerian psychology. The company is viewed as a complex system of relationships among groups and individuals, governed by an organizational culture that guides behaviors and decisions. The feeling of inferiority arises from the interaction of three systems: the required system (assigned tasks and roles), the personal system (individual aspirations), and the emergent system (a synthesis of the first two), generating either conflict or synergy. A lack of integration between individual and corporate goals undermines internal cohesion. Hierarchical structures and evaluative processes fuel the desire for personal elevation, translating into ambitions for power and recognition. The oppositions of high/low and masculine/feminine are reflected in organizational charts, intensifying competitiveness. Inferiority manifests on three levels: individual/company, group/group, and company/market. Tools such as selection, training, development, and career planning, if not managed with balance, may lead to insecurity, frustration, and loss of identity. Benefits, increasingly valued over salary, address the need for affirmation but may also foster aggressive and antisocial traits such as jealousy, envy, and vanity. According to Adler, these stem from insecurity and social comparison. In summary, the organizational environment—through its tools and relational dynamics—deeply affects self-perception and employees’ psychological well-being, making conscious and inclusive human resource management essential