Social role identities and functional role positions of managers with different levels of hardiness in stressful situations

The article discusses the differences in social role identities and functional role positions of managers with different levels of hardiness in stressful situations. The research was carried out using the following tests: “Psychological Stress Measure” by L. Lemyre, R. Tessier, L. Fillion, Maddi's Hardiness Survey, Belbin Team Role Inventory, “Role Relations between Social Subjects and Creative Personalities” by V.G. Gryazeva-Dobshinskaya. The study involved 120 managers working in different organizations. As a result, subgroups of managers with high and low levels of stress and hardiness were identified. It is concluded that managers with a high level of stress and high hardiness identify themselves with the role of “deputy leader”, choosing the functional role of “motivator”. Managers with a low level of stress and low hardiness define themselves as “deputy leaders” without choosing a functional role. Managers with a high level of stress and low hardiness identify themselves with the “creator” role by choosing the “idea generator” functional role. Managers with a low level of stress and high hardiness define themselves as “creators”, choosing the functional role of “leader”.