Bad bosses have always been a presence in the workplace. They can come in the form of a toxic bully, constantly demanding and critical. Or they may be micromanagers who offer unsolicited advice and take over tasks that their employees are perfectly capable of handling. However, there are certain traits of bad bosses that are unexpected and more insidious, according to Kevin Legg, the founder of Sage, a company specializing in designing and developing training curriculums for work.
These unexpected traits include undermanaging, over-talking, and faux friendliness. At first glance, these traits may seem harmless or even desirable to some employees. But Legg, with his 20 years of experience in corporate professional learning, explains that these traits can have negative implications for team cohesion, morale, respect, and efficiency, especially during stressful periods.
Undermanaging, though less talked about compared to micromanagement, is a common problem. Bad bosses often try to make undermanagement seem virtuous by saying things like “My door is always open for my people,” which only reveals their laziness and lack of work ethic. This lack of active management leads to a decline in work quality as junior staff struggle to work without guidance. It also creates dysfunction within the team as members try to guess how to engage with the boss for feedback and direction. In the long run, this results in resentment during annual reviews when employees are passed over for promotions due to never being shown a standard to live up to.
Overtalking is another trait to watch out for. Bosses who talk too much often have an inflated opinion of themselves and believe they are the smartest person in the room. They love the sound of their own voice and feel the need to constantly lecture their employees, making it difficult for anyone else to contribute. This behavior fosters a culture where people stop speaking up, as they anticipate lengthy monologues instead of timely, valuable insights. Employees eventually stop taking their boss seriously, missing out on the few nuggets of advice or experience that may actually be valuable.
The third trait, faux friendliness, may initially seem harmless but can be more harmful than it appears. Bosses who try to be overly friendly and treat their employees as peers lack the necessary skills to navigate the inherent asymmetry in the leader-employee relationship. They create a shallow and ineffective dynamic, behaving more like friends hanging out in the office than boss and employee. This blurring of boundaries confuses staff and can lead to difficulties in decision-making and requesting professional outcomes. Bosses may even start making decisions based on favoritism rather than merit, further eroding the professional foundation.
Fortunately, employees can learn valuable lessons from bosses with these undesirable traits. They can gain insight into what not to do when they become managers in the future. Seeing these negative traits firsthand can make them more aware of their own behavior. They can strive to avoid rambling during meetings, give others a chance to speak and provide opinions, and maintain a cordial yet professional relationship with their team.
In conclusion, bad bosses come in various forms, and their unexpected traits like undermanaging, over-talking, and faux friendliness can have detrimental effects on the workplace. Recognizing these traits and their implications can help employees navigate difficult situations and learn valuable lessons for their own future leadership roles.
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