How and Why Abusive Bosses Thrive in Organizations

One question that I often hear is, “Why are there so many horrible, abusive bosses?” Given that we focus so much on developing good leaders (and organizations put a ton of resources into leader development), one might think that bad bosses are rare. However, estimates of bad workplace leaders range from half to two-thirds, with a subset of those being outright abusive bullies.

What’s going on?

Selection. We do a poor job of selecting leaders. In hiring, leader candidates put their best foot forward. They appear pleasant, cooperative, and affable. When asked about their leadership style, or how they deal with subordinates, they say all the right things (“I am supportive, caring, and use only positive reinforcement”). It is only after they’re hired that their true, abusive selves emerge.

What about reference checks? Surely, that helps weed out the bad ones? Unfortunately, in many instances, only limited information is provided (e.g., dates of employment, position), and, fearing retaliation or litigation, previous employers may be reluctant to say anything negative. (I hate to admit that long ago I neglected to provide a negative reference for an abusive boss because I wanted to get him out of our organization.)

Promotion. Organizations may also promote the wrong individuals into leadership positions. We place great value on results, without considering how those results were obtained (“the end justifies the means”). Often, managers are promoted to higher-level positions based on superior’s evaluations of them. Subordinates’ views and evaluations are often not taken into account.

Leadership Style. All too often, managers’ conceptions of what makes an effective leader are based on outdated (and ineffective) styles of leadership. Leaders may believe that they need to be tough to be effective. The result is a punitive, overbearing style that alienates followers instead of motivating them.

Organizational Culture. Many organizations develop a culture that actually encourages leaders to behave badly. Cultures that allow punitive management, ignore bullying, and discourage employees from speaking up, can create a toxic environment where abusive bosses thrive.

What Can Be Done?

Weed out bad bosses. Leaders need to stand firm when it comes to dealing with abusive supervisors. Zero-tolerance policies for bullying can be implemented. The evaluation of supervisors should focus both on results and the means by which they are achieved.

Put resources into leadership training. Ongoing leader development programs should focus on positive forms of leadership and reinforce supportive leader behaviors.

Empower followers to report abusive bosses and stand up to them. While leadership development is important, follower development that includes support for standing up to abusive supervisors is also needed. Employees who come forward to report abusive bosses need to be protected.

Monitor leader performance. Upward appraisals of managers by subordinates can help identify abuse that superiors don’t see.

Follow me on Twitter: http://twitter.com/#!/ronriggio