| 'People don't leave organisations they leave bad | | | | Type 2. The Inferior Malevolent This type of manager |
| managers' is an adage going around the place and | | | | is very sneaky, and hard to pinpoint. The 'inferior' label |
| very true. People exit for all sorts of bad managers, in | | | | comes from how they relate to you. They will feel and |
| my recent doctoral research I found two types of bad | | | | act less than you, even if you are reporting to them. |
| managers that you should look out for in your job as | | | | The type is generated from a sense within themselves |
| they will have no reason to help you stay on and | | | | that they are inferior and not worthy of what they are |
| perform at your best. | | | | doing. To bolster up this feeling they will be the good |
| You may recognise them from the profiles below | | | | time manager. This will be the one that will overdo the |
| from your previous workplaces. The first type is | | | | firm's generosity as they want you on their side. It's a |
| obvious to see, the second is less easy to spot, but | | | | bit like children in the schoolyard buying friends. It is the |
| let's go through the types and you can judge for | | | | same strategy but it is primitive as a relationship builder |
| yourself. | | | | and ends as soon as the candies and lollies finish. |
| Type 1: The Superior Malevolent You can spot this one | | | | Another aspect of the Inferior Malevolent will be that if |
| fairly easily as they wish to be superior to you in every | | | | they see you as a good person to know, you will be |
| way. They will assert themselves from day one, when | | | | included in the favourites list or group. This is where |
| they have ascertained the usefulness of you they will | | | | they take their workplace hat off and enjoy |
| either be polite and friendly to bring you on board to | | | | themselves usually at other people's expense. |
| their own power base, or they will ignore you, listening | | | | Developing an in-crowd is very typical for these |
| maybe but do nothing. They may have the following | | | | managers. Characteristics can include: |
| characteristics: | | | | Going beyond normal bonhomie |
| Arrogant | | | | Being the company joker |
| Narcissistic | | | | Organising drinks and eats within work times |
| Unrelenting slave driver | | | | Doesn't relate well to upper management, and |
| Power player | | | | may be a Yes Man to upper echelon managers. |
| Sly, devious and or showing cunning | | | | Promote their in-crowd people usually unfairly |
| Keeping secrets | | | | without a competitive selection process. |
| Be unfair and fight unfairly | | | | They sound like great managers, but in fact they are |
| Bullying will be open, as they | | | | not. They hate to give out the bad news, avoid conflict |
| They will be happy to engage in power plays and will | | | | (and that is sometimes part of the managerial role to |
| usually win as they are masters at this game. It really is | | | | put boundaries in place) and want to be everybody's |
| not worth the fight with them, even though the situation | | | | friend. They win support from their workers and their |
| will be intensely unfair and you will feel diminished in | | | | behaviour is mistaken as good. However, the people |
| their eyes. What to do if you have a Superior | | | | who are left out do not have this view, and feel that |
| Malevolent as a direct report. It is important to stop this | | | | this manager is solely buying favours. |
| behaviour immediately. Start the grievance/counselling | | | | If you have one of these managers as a direct report |
| process with this person as soon as possible when | | | | then it is time to draw the line on the behaviour. It |
| the evidence is systematically in place. Documentation | | | | creates favourites and unfairness in promotion and will |
| is the winner here. The idea would be to send out a | | | | create disharmony in that work unit. Immediate |
| strong message that you will not tolerate such | | | | counselling on this behaviour is required. This can be |
| behaviour, and by engaging in the procedures in your | | | | given from qualified HR individuals, career counsellors |
| workplace the Superior Malevolent will soon leave. | | | | as well as the clinical psychologist type of therapist |
| What to do if you have a Superior Malevolent as your | | | | who can help with the deep rooted feeling of inferiority. |
| upline manager. If you are a favourite you have some | | | | If you work for an upline manager of this type, then |
| time to think about your exit strategy. Why leave your | | | | while it is less likely that you will be under any direct |
| position? Because a normal person will not win against | | | | attack, this can happen by the exclusion of you from |
| the strategic manoeuvring of this person. You may | | | | work activities and projects though, which sad to say |
| have your head down, but inevitably you will be | | | | is another form of bullying. If this is blocking your |
| dragged into situations that you will not like to | | | | progress in the organisation, then you have to make |
| participate in, like unethical behaviour, mobbing or | | | | the lateral move or move out completely. Warning! Do |
| bullying others on their say so etc.. If you are not a | | | | not hand in your resignation though until you have |
| favourite, then watch out, as you may be singled out | | | | another job to go to. These people will give out |
| for bullying if you present as able, intelligent, good at | | | | lukewarm references, so make sure you have the job |
| your tasks, or a competitor to this manager in the long | | | | offer in your hand before the resignation letter is |
| run. Be on guard for bullying behaviours, which are | | | | written. |
| listed on many websites, so that you are aware when | | | | So feeling superior or inferior in a manager is really not |
| this starts. | | | | a good thing for the workforce at all. Both forms are |
| If you are already bullied then get away from this | | | | inconsistent in their behaviour, particularly over time, |
| manager as soon as possible. If you work in a large | | | | watch out for this important clue. They can be of any |
| company put your hand up for any lateral move, talk | | | | age, gender or cultural heritage. Both will have their |
| to HR about wanting to increase your skills etc, and go | | | | favourites and their outcasts and unfortunately both |
| as soon as you can. It will be hard to give up | | | | can use bullying tactics if you fall in the latter group. |
| everything just because of this manager, but that is | | | | I hope that this has been useful to you, as so many |
| how workplaces operate - inequity of power and you | | | | employees are totally unaware of these types and |
| as an underling, have little power against this person. | | | | end up blaming themselves for what has happened to |
| The other type of bad manager has a completely | | | | them. Being forewarned is very useful and the best |
| different modus operandi. | | | | advice I can give you. |