Mental toughness: managerial and age differences

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

    Research output: Contribution to journalArticlepeer-review

    Abstract

    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.

    Original languageEnglish
    Pages (from-to)428-437
    Number of pages10
    JournalJournal of Managerial Psychology
    Volume24
    Issue number5
    DOIs
    Publication statusPublished - 26 Jun 2009

    Keywords

    • Management roles
    • Psychology

    Fingerprint

    Dive into the research topics of 'Mental toughness: managerial and age differences'. Together they form a unique fingerprint.

    Cite this