Journal Article

Mental toughness: managerial and age differences

Levy, Andrew R, Nicholls, Adam R, Jackson, James G, Marchant, David C, Polman, Remco C.J, Clough, Peter J

2009

Overview

Purpose - The purpose of this study is to investigate whether employees at various levels of managerial positions (e.g. senior, middle, and junior) exhibit different levels of mental toughness. In addition, the study seeks to explore possible effects of age on mental toughness.Design methodology approach - A total of 522 participants working in UK-based organisations completed demographic information and the Mental Toughness Questionnaire.Findings - Results revealed significant main effects for both managerial position and age. Follow-up analysis revealed that mental toughness ratings were higher in more senior positions, and that mental toughness generally increased with age.Research limitations implications - The main limitation of the study is its cross-sectional design. Longitudinal studies investigating the development of mental toughness over time or the effect of mental toughness training are needed. It appears, however, that age plays a role in an individual's mental toughness profile. This suggests that increased exposure to significant life events may have a positive developmental effect on mental toughness.Originality value - The results of the study would suggest that mental toughness can be developed through appropriate training programmes.

• Publisher: Emerald Group Publishing Limited,Emerald
• Subject: Age / Age differences / Age effects / Age groups / Cognitive development / Employment / Hardiness / Life events / Longitudinal studies / Management / Management development / Management roles / Managers / Occupational psychology / Positive life events / Psychological aspects / Psychology / Qualitative research / Questionnaires / Roles / Statistical analysis / Studies / Training / Variance analysis