Four Actions Common To Bad Bosses Who Break The Workplace

Four Actions Common To Bad Bosses Who Break The Workplace

Leadership has a great impact on the atmosphere and collaboration of the workplace.

Bosses and managers influence employee motivation for work, relationships with colleagues, and overall well-being. So a bad boss reduces productivity and retires employees, especially during this ” big retirement era .”

Here are some of the boss’s actions that create a harmful work environment.

If you know, you can recognize if your boss’s behavior harms you as a subordinate, and you can avoid such bad behavior when supervising your subordinates as a boss. ..

Monopolize credit and shift responsibility

To be noticed early in your career, you need to focus on yourself and let others know what you’re good at.

However, when you are promoted and supervise your subordinates, the calculation method changes. Leaders are the most prominent part of the team, so the leader will be overrated if the team succeeds.

That’s why it’s important to share credit with everyone who has contributed to the project’s success. Be grateful to everyone who has played a role.

Conversely, it is also important for leaders to take responsibility when things go wrong. Even if a team member fails, it’s the leader’s job to ensure that everyone is ready, see what’s happening on the project, and deal with blunders.

Therefore, leaders also need to be a shield to prevent their subordinates from being blamed for things that go wrong within the group.

Unfortunately, there are two types of leaders who do not follow this advice. Inexperienced leaders are reluctant to share credit for success or take responsibility for failure.

To make matters worse, narcissistic bosses rarely share or take responsibility. With such a boss, the team is dissatisfied and unmotivated.

Even if you work hard on one project, if you see someone else monopolizing your credit, you will not be motivated to work hard to complete the next project.

Also, if you take responsibility for the failure of a group effort, you will be less motivated to do your best.

Make the team uneasy in an environment where it is difficult to predict what will happen.

The brain is like a prediction engine. Much of what we have learned is useful because it helps us to understand what will happen next.

The environment that creates the most anxiety is the one with high uncertainty. If you don’t know what will happen next, something bad may happen, so you have to be vigilant.

A good boss creates an environment where the team can easily predict the situation. Clearly communicate expectations and reward those who meet or exceed those expectations.

I don’t change missions on a whim. We will inform you of personnel changes as soon as possible.

We provide as much information as possible during times of instability, such as pandemics. When the boss himself doesn’t know exactly what will happen next, he honestly admits it.

My boss cannot easily provide such a stable environment. Many bosses think “knowledge is power” and give only the information they need.

Moving the goalposts on a whim or being drawn to a new project can change the focus of your subordinates without consultation. Subordinates are worried about job stability because they hide information about people who are likely to be fired.

This kind of uncertainty will cause great anxiety for the team.

Anxiety is an emotion that reflects the potential for disasters that you want to avoid. Anxious teams deal with anxiety by avoiding work altogether or focusing on small, insignificant tasks.


Sow the seeds of distrust

Humans are social creatures. You can succeed because you have a strong ability to collaborate with others.

However, in order for the joint project to be successful, we cannot cooperate with the efforts we have made for the team unless other team members do the same.

In other words, we need a lot of trust to work together.

Even if you share important information with a colleague to help you with your project, that colleague may use that information to advance your career and leave you behind.

  • In a workplace where you can’t cooperate, things quickly fall apart. If you don’t share information with your colleagues, you’ll need less information, and your project won’t progress.
  • If colleagues don’t help each other, there will be a shortage of people with the right expertise at each stage of the project, and the project will be prolonged.
  • When a colleague begins to steal the credit of a job that a colleague has helped, there is a great deal of tension in relationships.

The bad boss is to create such a distrustful environment by creating a structure where the whole team feels like competing with each other rather than working together to complete the project.

Also, by favoring some team members, the work environment becomes distrustful, and as a result, the boss’s attention is scrambled among the subordinates.

In addition, rewarding those who act for themselves rather than being collaborative can undermine “team awareness.”

Use a whip rather than a candy.

Negative interactions are memorable. Being angry even once affects your mood far more than it is complimented.

Anger and punishment have a negative impact on the workplace in the long run, but they are often influential on the spot.

This is because if you threaten, you can immediately get the other person to do what you want. By yelling at the person who made a mistake, you can generate a lot of energy.

So it’s easy to imagine that a boss feels motivated by punishment or intimidation to keep his subordinates motivated.

Unfortunately, disciplinary action, yelling, or harsh criticism diminishes the joy of subordinates coming to work. Then start looking for reasons not to meet your boss or work hard.

Rather, a good boss needs to find a way to reward team members when they do a good job. For example, complimenting a successful project, recognizing performance improvements, and giving new opportunities to those who have shown the initiative are encouraged.

If someone does something wrong, thank them for making them aware of the mistake. When you are criticizing, focus on your actions, not your motives.

Create an environment that gives you the opportunity to learn from your mistakes, not as a reason to punish them.

Negative results do not mean that they should never be.

But punishment should be given for negligence, not mistakes. If you make the same mistakes, don’t immediately come up with the mistakes, or intentionally interfere with the project, you should be punished.

But everyday mistakes, even if they have great consequences, are only educational opportunities.

Also, dismissing a person who has made a mistake may eliminate those who are unlikely to make a mistake again.



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