Recognising Bad Managers

Having a good manager can make all the difference in your job satisfaction and career growth. Lessons in life have taught me that not every manager knows how to look after their team. There are several common "horrible manager" archetypes that can make life miserable for the employees under their supervision.

Bad management doesn't always show up shouting as we often expect. In many cases, it hides in behaviours that are easy to overlook, until they become impossible to ignore. There is a lack of clarity followed by unrealistic expectations. Often there is feedback that feels inconsistent or selective. Praise that is performative and criticism that feels personal. There is always a shift in priorities that may leave you feeling like you are always behind. Often you may start overthinking simple decisions, re-reading emails before hitting the send button, or second guessing every decision that you make.

Over time, you start to recognise patterns not just in behaviors, but in personality. Identifying these toxic management styles is the first step to protecting yourself and your team. In this post, we will explore the various types of bad managers you should be aware of, along with strategies for dealing with them.

• The Credit Taker

  • The greedy credit taker is a manager who takes undue credit for their team's work and accomplishments. They may downplay or outright ignore the contributions of their employees, positioning themselves as the sole conductor of success.

  • This type of manager is often insecure and driven by a need for recognition and validation. They fear if they acknowledge the efforts of their team, it will make them appear less valuable or competent.

  • In order to stand your ground, you must learn to be proactive in documenting and sharing your own contributions. As frightening as it may be, it's necessary to speak up in meetings to ensure your work or your team's work is highlighted. If the manager remains unwilling to share the spotlight, you should find other avenues for recognition, such as requesting a meeting with their boss, or it may be time to search for new positions.

• The Micromanager

  • The micromanager is constantly looking over your shoulder, scrutinizing your every move and decision. They have a need to control every aspect of a project or task. They never trust their team members to work independently or to make good judgments. They will always question your techniques, ideas, and insist that you consult with them before taking any action.

  • Micromanagers often feel threatened by competent employees who could easily outshine them. They may also struggle with delegating tasks, fearing a loss of authority.

• The Absent Manager

  • On the opposite end of the spectrum is the absent manager who is always disengaged and unavailable to their team. This type of bad manager is often distracted by their own priorities or overwhelmed by their responsibilities.

  • Absent managers or leaders rarely check in with their employees, fail to provide clear directions or feedback, and are slow to respond to questions or request for support. Often, team members are left to fend for themselves with little guidance or resources to perform an effective job.

  • To cope with an absent manager, try to be proactive in scheduling regular one-on-one meetings, even if they don't initiate them. Always be prepared with a clear agenda and talking points to make the most of limited facetime. Always document any comments or action items that come up and follow up to ensure they are followed through.

• The Bully

  • Like a bully, some managers use intimidation, aggression, and verbal abuse as their primary management style. The bully manager may yell, belittle, or try to publicly humiliate staff members, creating a vicious culture of fear and hostility because that's how they believe they can be in control.

  • To be honest, most bullies have fragile egos and use their position of power to try making themselves feel superior to others. Deep down inside, they know they are inferior to most of their team members. Often, they will explode over minor mistakes, create unrealistic expectations, or focus on undermining their team's confidence. This sort of behaviour can be damaging to team morale.

  • Dealing with a bully manager may require a well thought out balance of assertiveness and diplomacy. It's essential to document any occasions of abusive behaviour and consider reporting it to Human Resources (HR) or higher-level management. Having an open, non-confrontational discussion with a bully will usually not work well. One should consider leaving the organisation if nothing else works.

• The Credit Hog

  • Every office has one person. We all know the one we are referring to any day of the week. It's the person who is constantly claiming credit for successes and blaming others for their failures. The credit hog is a manager who takes undue credit for their team's work and accomplishments. Most people in every workforce have experienced this type of greed and disrespect. Credit hogs will downplay or ignore the contributions of their team members, positioning themselves as the sole conductor of success. It goes without saying that these type of managers are insecure and driven by a need for recognition and validation. Most fear that if they admit the truth about their team's efforts, it will make them appear less valuable or qualified to do their job. A bit of food for thought, many bad managers may be a narcissist, kicking and screaming to have their way, much like a misbehaved toddler.

  • Credit hogging can be demoralising for team members who feel their hard work is appreciated or ignored. It can also destroy any team connection and trust.

• The Ghost

  • The ghost boss is a manager who simply doesn't care about their employees or the work they do. Most of the time they show little attention to their team's professional development, personal well-being, or overall job satisfaction. These type of individuals are focused on their own career advancement rather than supporting their team. They are often determined to dismiss the concerns of their staff, fail to provide positive feedback or support. For sure, they are not invested in the team's success.

  • The ghost management style is demoralising and usually leads to high turnover in the department, as employees feel undervalued and unsupported. Ghost managers are known for destroying any team motivation that may have existed. They only think of themselves.

Bad managers can have a powerful negative impact on employee morale, productivity, and overall team dynamics. By recognising these common "bad manager" profiles, you can better protect yourself and your team from the damaging effects of poor leadership. Early in my career, I wondered why bad managers existed and continued to be promoted even though most team members could smell their incompetence from afar. Some were promoted because they may have been good at their job, but not because they knew how to lead or manage people. Some were never trained, never mentored, never shown what leadership actually looks like. Some operate from insecurity, using control as a shield. Many are yes men and women pretending to love their boss. In the real world they are referred to as brown-nosers or people pleasers. Some are a product of the culture around them. Organisations, just like people, tolerate what they choose not to address. The difficult part is when bad management is ignored, or worse, rewarded. It doesn't just continue, it spreads like a virus.

Recognising a bad manager is one thing. Deciding what to do about it is something else entirely. It's essential to start by paying attention to patterns, not isolated moments. Always document what you experience, not emotionally, but factually. It's important to protect your confidence by separating your value from their poor behaviour. If possible, set boundaries, even small ones matter. Now consider asking yourself the hardest question: Is this an environment I can grow in, or just survive in? Why, because there is a big difference, and it matters more than we are willing to admit.

The hard truth, not every workplace will change. Not every manager will grow and become a good leader. Not every situation will improve with time. It's totally your decision how long you will stay in it. You can decide what you accept. You can decide when enough is enough. Most importantly, you can decide the kind of leader you will become, if and when your time comes. Our goal is not to only recgognise bad management. The goal is to never become it.

Awareness is a powerful tool that you can use in every phrase of your life. It takes a lot of practice being observant of everything and everyone around you. Once you see it, you can't unsee it. For many, the realisation can be uncomfortable, but it's also freeing. It allows you to step back, reassess, and make decisions that protect not just your career, but your sense of self. Being an active listener is essential for getting ahead and surviving. Many years ago, one of my great managers taught me the importance of having two ears. One ear is for listening what is being said and the second ear is for observing and hearing what's not being said. Leadership should build people up, not break them down. And if it doesn't, then it's worth asking why and starting the search of finding a better job opportunity.