Many employees will encounter a poor manager at some point in their careers. However, the issue isn’t simply a matter of one bad archetype. Incompetent leaders come in diverse forms, often unaware of how their behaviors impact teams. The same traits that once propelled them to success can become toxic when applied to managerial roles.
According to Lawrese Brown, founder of workplace education firm C-Track Training, ineffective leaders often cling to outdated scripts: “They excel at doing their job, but fail to recognize that the job itself has changed.” Identifying these patterns is the first step toward mitigating their negative influence. Here are seven common types of bosses who believe they are good leaders while undermining their teams.
The Rescuer: Enabling Dependence Through “Help”
The “Rescuer” appears supportive initially, jumping in to fix problems before employees can learn. They handle client conflicts, complete projects for others, and generally prevent team members from facing consequences. Consultant Peter Block describes this archetype as someone motivated by discomfort aversion, believing that “saving others” equals power.
Brown explains that this behavior isn’t altruistic: “Rescuers maintain control by reinforcing dependence. They limit growth because true support involves allowing mistakes and assigning increasing responsibility.” This dynamic creates a cycle where employees remain reliant on their manager, stifling development.
The Politician: Prioritizing Perception Over Performance
The “Politician” excels at managing superiors while neglecting direct reports. Teams may receive praise from executives, but suffer from a lack of genuine feedback or engagement. Lara Hogan, author of Resilient Management, notes that this disconnect creates long-term instability. “The executive team is happy… but the manager isn’t actually managing the team.”
This type of leader avoids addressing underlying issues, which eventually leads to crises. Hogan advises employees to cultivate relationships with higher-ups, ensuring recognition for their work. “Spread the surface area of how you’re being managed,” she says: make sure others see the team’s value independently.
The Great Manager Who Can’t Manage Up: A Blind Spot in Advocacy
Some managers excel at internal team leadership but fail to secure resources or recognition from higher management. They champion their team’s work but lack the political acumen to ensure it gets prioritized. Hogan explains that this can result in headcount cuts, project delays, and missed promotions.
“They listen, they trust… but no one upstairs knows what your team is doing.” Without effective advocacy, teams can be overlooked despite strong performance.
The People Pleaser: Ruinous Empathy and Unfulfilled Promises
The “People Pleaser” prioritizes being liked over accountability. They make verbal commitments without delivering tangible results, creating a culture where criticism is avoided at the expense of actual improvement. Kim Scott, author of Radical Candor, calls this “ruinous empathy.”
Without constructive feedback, performance stagnates. Hogan warns that employees under this type of leader may face stagnation or even termination.
The Numbers Boss: Paralysis by Analysis
Obsessive data-driven decision-making can cripple progress. These managers demand empirical proof for every action, hindering creativity and long-term planning. Hogan describes this as a cycle of endless A/B testing, where “no work gets done because everything needs an experiment.”
Brown adds that this approach stifles innovation: “How can you have creativity if everything must be proven?” The obsession with metrics prevents visionary leadership.
The Lone Wolf: Unpredictable Shifts and Team Disruption
“Lone Wolf” managers value autonomy and minimal interaction, often making unilateral decisions after team consensus. Brown notes that they thrive in fast-paced environments where adaptability is key. However, their unpredictability creates tension.
“Everyone agrees on a plan… then the lone wolf changes it later.” This disrupts team cohesion and undermines trust.
The Know-It-All: Imposing Personal Standards
These managers dismiss alternative approaches, imposing their own methods as the only correct ones. They compare employees unfavorably to their past selves, ignoring contextual differences. Brown explains that they seek “clones” who replicate their exact career path.
This creates a toxic environment where employees feel constantly inadequate. “You always fall short because you’re not doing it their way.”
Ultimately, recognizing these patterns is crucial for navigating dysfunctional leadership. Ineffective managers don’t simply lack skills – they embody flawed approaches that undermine team performance and individual growth. Awareness empowers employees to adapt, seek support elsewhere, or advocate for change.
