Leadership and Coaching for Your Success

Leadership Coaching Transformation

9 Types of Bosses Who Create Disengagements

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We often talk about how to engage employees and make an organisation a better place to work. We forget that the engagement process of the employee is actually driven by the attitude of the boss. There are 9 most common type of bosses that show attitude which disengage their teams.

Here are the 9 type of those bosses:

1. A boss that deals with politics and power in an unprofessional way. Some bosses do not expect their people to have strong team bonding. They fear that their team will someday act against his position and power. Bosses like this often uses tactics such as splitting power, use gossips and rumours to create internal conflict. They believe that conflicts give them advantage of taking control his/her power.

2. A boss that becomes jealous upon seeing his/her subordinates showing better thinking or capabilities. This type of bosses has an inferiority complex that is hidden under his power and his need to always be in power. This type of bosses often does not want to see his/her subordinate getting a better career or surpass his/her position.

3. Negative talks that generate a mood of resentment among the team member. Cynicism, condescending tone, arrogance will make his/her team grow resentful. When people are in this mood, they want to get even or retaliate. This is not a good way of instilling support and building positive energy in the organisation.

4. Excessive use of fear and threat to drive people into action. At first workers seem to improve their performance when fear is imposed. However, in the long run it grows similar to cancer which saps morale and energy of people in the organisation. Worse, people will do their job only under surveillance. At best, they just do what is written in the SOP. Creativity will be crippled and fear presents itself.

5. Authoritarian leadership style. When people cannot express their mind freely the organisation will breed blind followers. The unintended side effects are: disloyal employees, field problems are kept from being known by upper layer, and growing ignorance among employees.

6. A boss that can not control his/her emotion and often uses YTS: ‘Yelling, Threatening and Swearing’ . In the long run good people will leave and the remaining will be lethargic after prolonged stress. Some of them still work because they can not find a better place. Their purpose of work is only for economical survival. They will not care if bad things happen to the company.

7. A boss who demands full loyalty of his/her people. This type of bosses demands his/her team to fulfil his/her request at once. He/she needs a constant assurance that nobody betrays him/her. Working for this type of boss is a type of modern slavery, with the chains not in the form of handcuffs, but salary, perks and benefits.

8. A boss who says and believes that he/she is always right. This Mr Right is astute at diplomacy and word war at meeting room. He/she knows how to build coalitions which he/she needs to cling onto for support and power. Working under him will surely depreciate self respect and self values. Often high blood pressure and depression are pervasive among his/her team.

9. A boss who does not grow nor groom his/her team. This boss treats his/her people as his/her possessions. Good team members are kept and not allowed to work cross-functionally. He/she rarely coaches, mentors or teaches. There is practically no transfer of skills to his/her team member.

Good people do not leave their organisation.They leave bad bosses. Not surprisingly, the type of bosses as illustrated above often survive for long in the company. They may grow their power base since the early establishment of the organisation. The main task of human capital as a policy maker is to be aware about the existence of such individual. The efforts of people development or culture change will not produce desired results when this type of boss presence.

The challenge of HR or Human Capital is to design a system, process and practice that do not allow such individual to exist or even thrive in the organisation.

(leksana th)Bad Bosses

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Author: Leksana TH (www.sscleadership.com)

I believe that mindset and capability are two critical drivers for human performance and success. For the last sixteen years I have been facilitating leaders to align their mindsets and embody their new capabilities to fulfill their utmost potentials. My passion is to grow leaders who lead with their heart and have courage for speaking the truth. During the past eight years I have been deepening coaching as my core skill to work with leaders achieving their aspired goals. The feedback from my clients have been consistent regarding their experience in having a safe space for learning, having joy and fun while dealing with challenges, ability to inculcate new habits for taking powerful actions. I started my career as a petroleum engineer in a US oil company in 1990 and later got my MBA from Warwick Business School, UK in 1994. Subsequently I worked with Andersen Consulting as a senior consultant of strategic services. I discovered my passion to facilitate transformational leadership while working with a global life insurance, as national agency vice head in the 1999-2001. Since then I became an avid learner in many sources of knowledge and wisdom of human transformation. I feel blessed to live in Singapore with my family. My wife and four growing up kids are the source of my energy and inspirations. In my spare time I enjoy photography, meditation, exercise, wilderness trail and healing. email: leksanath@hotmail.com whatsapp: +62.81212557296 contact: +65.96700427 Skype: leksana.th

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