Unveiling the organizational impact of dependent personality disorder: Insights from a large-scale multi-sector study

BackgroundDependent personality disorder (DPD) is one of the personality disorders in Cluster C of the DSM-V. Although it has been studied extensively in psychology and psychiatry, there is very little evidence on organisational outcomes.ObjectiveThis study focuses on the organisational consequences of the tendency to have a dependent personality disorder from the perspective of employees.MethodsThe study was conducted with participants from the public and private sectors (N = 710), and the relationships of DPD with job satisfaction, satisfaction with the manager, satisfaction with the organization, work overload, and abusive supervision were tested.ResultsIn addition, the differentiation levels of DPD regarding socio-demographic characteristics were examined. According to the findings, a negative relationship was found between DPD and job satisfaction and satisfaction with the manager. In contrast, a positive relationship was found between DPD, work overload, and abusive supervision.ConclusionsIn addition, it was found that DPD showed statistically significant differences according to the organizational role, managerial position, and sector. The results are discussed in terms of possible causes and organizational effects.