Facing a cruel or callous manager can create a profound sense of dread about going to work. This scenario is all too familiar for many employees. The mere thought of logging into a computer or stepping into an office can be paralyzing when anticipating another encounter with bad bosses. These experiences are not just minor inconveniences; they can have lasting impacts on one’s mental health, job performance, and overall well-being.
Ken and Debra Corey, in their book Bad Bosses Ruin Lives: The Building Blocks for Being a Great Boss, explore this pervasive issue. Through an extensive survey of 703 respondents and in-depth interviews with over 20 industry thought leaders, they reveal the significant damage caused by poor management.
The Coreys’ research uncovers ten distinct types of bad bosses, each contributing uniquely to a toxic work environment.
10 types of Bad Bosses:
- The Avoider: Fails to provide employees with the time, attention, and feedback they need, essentially ghosting them.
- The Ignorer: Disregards employee input, ideas, and perspectives, making staff feel undervalued.
- The Hoarder: Withholds crucial information or shares it inadequately, failing to meet the needs of their team.
- The Unappreciater: Shows little to no recognition or appreciation for employee contributions, leading to feelings of invisibility and unappreciation.
- The Pretender: Avoids uncomfortable truths, giving answers they believe are wanted rather than needed, to maintain a façade of niceness.
- The Blocker: Obstructs employees’ development and career progression, preventing them from achieving their goals.
- The Firefighter: Reacts to situations urgently and without strategy, moving employees from crisis to crisis and hindering long-term achievements.
- The Micromanager: Over-controls how work is done, stifling employee autonomy and creativity.
- The Blamer: Refuses to take accountability, instead assigning fault to others.
- The Coercer: Uses power to bully, control, and coerce, demanding strict compliance and offering minimal autonomy.
The survey revealed that more than half of respondents had experienced bosses exhibiting traits from all ten categories. The most common types were the unappreciater, micromanager, and avoider, with roughly 80% of respondents encountering these behaviors.
To address these issues, the Coreys propose building blocks for becoming a better boss: respect, trust, authenticity, vulnerability, empathy, compassion, listening, communication, empowerment, inspiration, feedback, appreciation, development, and coaching. These building blocks are essential for managers to be aware of their behavior and avoid unintentionally becoming bad bosses.
Debra Corey, an HR consultant, emphasized the critical issue: “For one person, you might be a great boss, giving feedback really well. But for another, your style might not work. The key is to recognize this before it ruins lives.” She adds that while 5% of bosses may be intentionally harmful, 95% are unaware of their negative impact. The goal is to catch these issues early and foster better leadership.
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