Coping behaviour strategies of executives with various levels of co-managerial efficiency

An empirical study of coping behaviour of executives engaging in high, medium and low levels of co-managerial efficiency is presented in this paper. The results allow us to conclude that the characteristics of the trait profile of coping behaviour of representatives of top and middle management are a major asset in the effectiveness of their comanagerial efficiency. It is noted that executives, as a rule, have two or three preferred strategies for coping with difficulties, most of which are eliminated. It has been revealed that the executives of the first type, characterized by a high level of professional success, prefer the strategies “Decision Planning”, “Self-Control”, and “Admission of Responsibility”. For executives with an average level of success, coping strategies such as “Seeking social assistance” and “Decision planning” are typical. Executives of the third type, having low levels of managerial efficiency, gravitate towards the use of “es-cape-avoidance” and “confrontational coping” strategies. Statistically significant correlations were revealed between the ways of overcoming stress used by executives in co-managerial efficiency and their success levels. Significant inter-group differences in coping behaviour parameters in the context of co-managerial efficiency are presented.