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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 an organization is a network of conversations. Through a meaningful and artful conversation, a leader can shift his/her entire organization to produce a creative response and hence achieving an extraordinary business result. Throughout my career as a petroleum engineer, strategic consultant and later a senior executive in a global life insurer, I have found my passion as a facilitator in change and transformational works. Through my engagements in organizational change and leadership facilitations, I came across many organizations that were stuck in their growth potential. I often witnessed how leaders that once brought success to their organizations had become liabilities for their expansions. It was obvious that a disempowering mindset and noncontinuous learning have become the most obstacles for leaders to create new possibilities for change. Starting in the early 2000s, I delved deeper into my own understanding about what made a human being outstanding and what could be the game changer for an organization to sustain its growth even more. I begun to learn and understand different aspects of approaches that have allowed me to deliver fantastic facilitations with more impactful results. My approach in transformational facilitation stems from understanding how the energy of a leader stuck, discover their inner challenges, build a new neuropathway to make leaders respond from their wisdom, spark their creative mind, and make them committed to take new actions. By applying various approaches ranging from NLP, psychocybernetic, metaphysic, gestalt therapy, cognitive psychology, neuroscience, ontology coaching and hundreds of resources from the world's best guru, I have been able to co-create my own unique signature in many facilitation works. The feedback from my clients have been consistent around my ability to create a safe space of learning, Inspiring sessions in shifting mindset, and down–to–earth facilitation process. Through executive coaching, leadership development and organization transformation, I have been fortunate to witnessing many happy endings of life, career and organization change that in the leaders' mind was impossible before. I feel very grateful to live here in Singapore with my wife and four children. They are my energy and source of my inspirations. I enjoy morning practice of meditation, ChiLei and jogging. I like to watch the beauty of nature, listening to gamelan and classical music, traveling with my family, cooking, group cycling, and reading biography/history. If you believe that a leader could make a difference to many and you would like to find out how we could do it together, let us have the conversation. email: leksanath@hotmail.com whatsapp: +62.81212557296

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