good boss vs bad boss essay

To install StudyMoose App tap and then “Add to Home Screen”

Boss Dynamics: Shaping Success and Satisfaction in the Workplace

Save to my list

Remove from my list

Communication Styles

Collaboration and Leadership Styles

Business impact and company success, boss-employee relationships.

Boss Dynamics: Shaping Success and Satisfaction in the Workplace. (2016, Jun 12). Retrieved from https://studymoose.com/bad-boss-good-boss-essay

"Boss Dynamics: Shaping Success and Satisfaction in the Workplace." StudyMoose , 12 Jun 2016, https://studymoose.com/bad-boss-good-boss-essay

StudyMoose. (2016). Boss Dynamics: Shaping Success and Satisfaction in the Workplace . [Online]. Available at: https://studymoose.com/bad-boss-good-boss-essay [Accessed: 27 Sep. 2024]

"Boss Dynamics: Shaping Success and Satisfaction in the Workplace." StudyMoose, Jun 12, 2016. Accessed September 27, 2024. https://studymoose.com/bad-boss-good-boss-essay

"Boss Dynamics: Shaping Success and Satisfaction in the Workplace," StudyMoose , 12-Jun-2016. [Online]. Available: https://studymoose.com/bad-boss-good-boss-essay. [Accessed: 27-Sep-2024]

StudyMoose. (2016). Boss Dynamics: Shaping Success and Satisfaction in the Workplace . [Online]. Available at: https://studymoose.com/bad-boss-good-boss-essay [Accessed: 27-Sep-2024]

• The Best and Worst of My Boss Pages: 2 (590 words)
• Important qualities of a good supervisor (boss) Pages: 1 (282 words)
• Undercover Boss Report: Moe's Southwest Grill Pages: 7 (1863 words)
• Why Being Your Own Boss is Awesome? Pages: 3 (774 words)
• Unimpressed with Your Opinions: Who Gives You the Right to Boss Others Around? Pages: 2 (526 words)
• De Beers Diamond Monopoly: Navigating Challenges and Shaping Industry Dynamics Pages: 4 (1036 words)
• Social Class Dynamics: Shaping Lives and Aspirations Pages: 3 (705 words)
• The Role of Mother in Shaping Jonas's Understanding of Family Dynamics in "The Giver". Pages: 2 (450 words)
• Zappos' Employee Satisfaction Strategy Pays Off in Business Success Pages: 2 (443 words)
• Project success: success factor and success criteria Pages: 10 (2736 words)

👋 Hi! I’m your smart assistant Amy!

Don’t know where to start? Type your requirements and I’ll connect you to an academic expert within 3 minutes.

About Stanford GSB

• The Leadership
• Dean’s Updates
• School News & History
• Commencement
• Business, Government & Society
• Centers & Institutes
• Center for Entrepreneurial Studies
• Center for Social Innovation
• Stanford Seed

About the Experience

• Learning at Stanford GSB
• Experiential Learning
• Guest Speakers
• Entrepreneurship
• Social Innovation
• Communication
• Life at Stanford GSB
• Collaborative Environment
• Activities & Organizations
• Student Services
• Housing Options
• International Students

Full-Time Degree Programs

• Why Stanford MBA
• Academic Experience
• Financial Aid
• Why Stanford MSx
• Research Fellows Program
• See All Programs

Non-Degree & Certificate Programs

• Executive Education
• Stanford Executive Program
• Programs for Organizations
• The Difference
• Online Programs
• Stanford LEAD
• Seed Transformation Program
• Aspire Program
• Seed Spark Program
• Faculty Profiles
• Academic Areas
• Awards & Honors
• Conferences

Faculty Research

• Publications
• Working Papers
• Case Studies

Research Hub

• Research Labs & Initiatives
• Business Library
• Data, Analytics & Research Computing
• Behavioral Lab

Research Labs

• Cities, Housing & Society Lab
• Golub Capital Social Impact Lab

Research Initiatives

• Corporate Governance Research Initiative
• Corporations and Society Initiative
• Policy and Innovation Initiative
• Rapid Decarbonization Initiative
• Stanford Latino Entrepreneurship Initiative
• Value Chain Innovation Initiative
• Venture Capital Initiative
• Career & Success
• Climate & Sustainability
• Corporate Governance
• Culture & Society
• Finance & Investing
• Government & Politics
• Leadership & Management
• Markets and Trade
• Operations & Logistics
• Opportunity & Access
• Technology & AI
• Opinion & Analysis
• Email Newsletter

Welcome, Alumni

• Communities
• Digital Communities & Tools
• Regional Chapters
• Women’s Programs
• Identity Chapters
• Find Your Reunion
• Career Resources
• Job Search Resources
• Career & Life Transitions
• Programs & Webinars
• Career Video Library
• Alumni Education
• Research Resources
• Volunteering
• Alumni News
• Class Notes
• Alumni Voices
• Contact Alumni Relations
• Upcoming Events

Admission Events & Information Sessions

• MBA Program
• MSx Program
• PhD Program
• Alumni Events
• All Other Events
• Operations, Information & Technology
• Organizational Behavior
• Political Economy
• Classical Liberalism
• The Eddie Lunch
• Accounting Summer Camp
• California Econometrics Conference
• California Quantitative Marketing PhD Conference
• California School Conference
• China India Insights Conference
• Homo economicus, Evolving
• Political Economics (2023–24)
• Scaling Geologic Storage of CO2 (2023–24)
• A Resilient Pacific: Building Connections, Envisioning Solutions
• Adaptation and Innovation
• Changing Climate
• Civil Society
• Climate Impact Summit
• Climate Science
• Corporate Carbon Disclosures
• Earth’s Seafloor
• Environmental Justice
• Operations and Information Technology
• Organizations
• Sustainability Reporting and Control
• Taking the Pulse of the Planet
• Urban Infrastructure
• Watershed Restoration
• Junior Faculty Workshop on Financial Regulation and Banking
• Ken Singleton Celebration
• Marketing Camp
• Quantitative Marketing PhD Alumni Conference
• Presentations
• Theory and Inference in Accounting Research
• Stanford Closer Look Series
• Quick Guides
• Core Concepts
• Journal Articles
• Glossary of Terms
• Faculty & Staff
• Subscribe to Corporate Governance Emails
• Researchers & Students
• Research Approach
• Charitable Giving
• Financial Health
• Government Services
• Workers & Careers
• Short Course
• Adaptive & Iterative Experimentation
• Incentive Design
• Social Sciences & Behavioral Nudges
• Bandit Experiment Application
• Conferences & Events
• Get Involved
• Reading Materials
• Teaching & Curriculum
• Energy Entrepreneurship
• Faculty & Affiliates
• SOLE Report
• Responsible Supply Chains
• Current Study Usage
• Pre-Registration Information
• Participate in a Study

Good Boss, Bad Boss: How to Be the Best ... and Learn from the Worst

If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule . He realized that most of these stories and studies swirled around a central figure in every workplace: the boss . These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses — and their followers — wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) an all-around great boss, somebody with the skill and grit to inspire superior work, commitment, and dignity among their charges.

As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss — which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to “stay in tune” with how their followers (and superiors, peers, and customers too) react to what they say and do . The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.

• See the Current DEI Report
• Supporting Data
• Research & Insights
• Share Your Thoughts
• Search Fund Primer
• Affiliated Faculty
• Faculty Advisors
• Louis W. Foster Resource Center
• Defining Social Innovation
• Impact Compass
• Global Health Innovation Insights
• Faculty Affiliates
• Student Awards & Certificates
• Changemakers
• Dean Jonathan Levin
• Dean Garth Saloner
• Dean Robert Joss
• Dean Michael Spence
• Dean Robert Jaedicke
• Dean Rene McPherson
• Dean Arjay Miller
• Dean Ernest Arbuckle
• Dean Jacob Hugh Jackson
• Dean Willard Hotchkiss
• Faculty in Memoriam
• Stanford GSB Firsts
• Annual Alumni Dinner
• Class of 2024 Candidates
• Certificate & Award Recipients
• Dean’s Remarks
• Keynote Address
• Teaching Approach
• Analysis and Measurement of Impact
• The Corporate Entrepreneur: Startup in a Grown-Up Enterprise
• Data-Driven Impact
• Designing Experiments for Impact
• Digital Marketing
• The Founder’s Right Hand
• Marketing for Measurable Change
• Product Management
• Public Policy Lab: Financial Challenges Facing US Cities
• Public Policy Lab: Homelessness in California
• Lab Features
• Curricular Integration
• View From The Top
• Formation of New Ventures
• Managing Growing Enterprises
• Startup Garage
• Explore Beyond the Classroom
• Stanford Venture Studio
• Summer Program
• Workshops & Events
• The Five Lenses of Entrepreneurship
• Leadership Labs
• Executive Challenge
• Arbuckle Leadership Fellows Program
• Selection Process
• Training Schedule
• Time Commitment
• Learning Expectations
• Post-Training Opportunities
• Who Should Apply
• Introductory T-Groups
• Leadership for Society Program
• Certificate
• 2024 Awardees
• 2023 Awardees
• 2022 Awardees
• 2021 Awardees
• 2020 Awardees
• 2019 Awardees
• 2018 Awardees
• Social Management Immersion Fund
• Stanford Impact Founder Fellowships
• Stanford Impact Leader Prizes
• Social Entrepreneurship
• Stanford GSB Impact Fund
• Economic Development
• Energy & Environment
• Stanford GSB Residences
• Environmental Leadership
• Stanford GSB Artwork
• A Closer Look
• California & the Bay Area
• Voices of Stanford GSB
• Business & Beneficial Technology
• Business & Sustainability
• Business & Free Markets
• Business, Government, and Society Forum
• Second Year
• Global Experiences
• JD/MBA Joint Degree
• MA Education/MBA Joint Degree
• MD/MBA Dual Degree
• MPP/MBA Joint Degree
• MS Computer Science/MBA Joint Degree
• MS Electrical Engineering/MBA Joint Degree
• MS Environment and Resources (E-IPER)/MBA Joint Degree
• Academic Calendar
• Clubs & Activities
• LGBTQ+ Students
• Military Veterans
• Minorities & People of Color
• Partners & Families
• Students with Disabilities
• Student Support
• Residential Life
• Student Voices
• MBA Alumni Voices
• A Week in the Life
• Career Support
• Employment Outcomes
• Cost of Attendance
• Knight-Hennessy Scholars Program
• Yellow Ribbon Program
• BOLD Fellows Fund
• Application Process
• Loan Forgiveness
• Contact the Financial Aid Office
• Evaluation Criteria
• GMAT & GRE
• English Language Proficiency
• Personal Information, Activities & Awards
• Professional Experience
• Letters of Recommendation
• Optional Short Answer Questions
• Application Fee
• Reapplication
• Deferred Enrollment
• Joint & Dual Degrees
• Entering Class Profile
• Event Schedule
• Ambassadors
• New & Noteworthy
• Ask a Question
• See Why Stanford MSx
• Is MSx Right for You?
• MSx Stories
• Leadership Development
• How You Will Learn
• Admission Events
• Personal Information
• GMAT, GRE & EA
• English Proficiency Tests
• Career Change
• Career Advancement
• Career Support and Resources
• Daycare, Schools & Camps
• U.S. Citizens and Permanent Residents
• Requirements
• Requirements: Behavioral
• Requirements: Quantitative
• Requirements: Macro
• Requirements: Micro
• Annual Evaluations
• Field Examination
• Research Activities
• Research Papers
• Dissertation
• Oral Examination
• Current Students
• Education & CV
• International Applicants
• Statement of Purpose
• Reapplicants
• Application Fee Waiver
• Deadline & Decisions
• Job Market Candidates
• Academic Placements
• Stay in Touch
• Faculty Mentors
• Current Fellows
• Standard Track
• Fellowship & Benefits
• Group Enrollment
• Program Formats
• Developing a Program
• Diversity & Inclusion
• Strategic Transformation
• Program Experience
• Contact Client Services
• Campus Experience
• Live Online Experience
• Silicon Valley & Bay Area
• Digital Credentials
• Faculty Spotlights
• Participant Spotlights
• Eligibility
• International Participants
• Stanford Ignite
• Frequently Asked Questions
• Founding Donors
• Program Contacts
• Location Information
• Participant Profile
• Network Membership
• Program Impact
• Collaborators
• Entrepreneur Profiles
• Company Spotlights
• Seed Transformation Network
• Responsibilities
• Current Coaches
• How to Apply
• Meet the Consultants
• Meet the Interns
• Intern Profiles
• Collaborate
• Research Library
• News & Insights
• Databases & Datasets
• Research Guides
• Consultations
• Research Workshops
• Career Research
• Research Data Services
• Course Reserves
• Course Research Guides
• Material Loan Periods
• Fines & Other Charges
• Document Delivery
• Interlibrary Loan
• Equipment Checkout
• Print & Scan
• MBA & MSx Students
• PhD Students
• Other Stanford Students
• Faculty Assistants
• Research Assistants
• Stanford GSB Alumni
• Telling Our Story
• Staff Directory
• Site Registration
• Alumni Directory
• Alumni Email
• Privacy Settings & My Profile
• Success Stories
• The Story of Circles
• Support Women’s Circles
• Stanford Women on Boards Initiative
• Alumnae Spotlights
• Insights & Research
• Industry & Professional
• Entrepreneurial Commitment Group
• Recent Alumni
• Half-Century Club
• Fall Reunions
• Spring Reunions
• MBA 25th Reunion
• Half-Century Club Reunion
• Faculty Lectures
• Ernest C. Arbuckle Award
• Alison Elliott Exceptional Achievement Award
• ENCORE Award
• Excellence in Leadership Award
• John W. Gardner Volunteer Leadership Award
• Robert K. Jaedicke Faculty Award
• Jack McDonald Military Service Appreciation Award
• Jerry I. Porras Latino Leadership Award
• Tapestry Award
• Student & Alumni Events
• Executive Recruiters
• Interviewing
• Land the Perfect Job with LinkedIn
• Negotiating
• Elevator Pitch
• Email Best Practices
• Resumes & Cover Letters
• Self-Assessment
• Whitney Birdwell Ball
• Margaret Brooks
• Bryn Panee Burkhart
• Margaret Chan
• Ricki Frankel
• Peter Gandolfo
• Cindy W. Greig
• Natalie Guillen
• Carly Janson
• Sloan Klein
• Sherri Appel Lassila
• Stuart Meyer
• Tanisha Parrish
• Virginia Roberson
• Philippe Taieb
• Michael Takagawa
• Terra Winston
• Johanna Wise
• Debbie Wolter
• Rebecca Zucker
• Complimentary Coaching
• Changing Careers
• Work-Life Integration
• Career Breaks
• Flexible Work
• Encore Careers
• Join a Board
• D&B Hoovers
• Data Axle (ReferenceUSA)
• EBSCO Business Source
• Global Newsstream
• Market Share Reporter
• ProQuest One Business
• RKMA Market Research Handbook Series
• Student Clubs
• Entrepreneurial Students
• Stanford GSB Trust
• Alumni Community
• How to Volunteer
• Springboard Sessions
• Consulting Projects
• 2020 – 2029
• 2010 – 2019
• 2000 – 2009
• 1990 – 1999
• 1980 – 1989
• 1970 – 1979
• 1960 – 1969
• 1950 – 1959
• 1940 – 1949
• Service Areas
• ACT History
• ACT Awards Celebration
• ACT Governance Structure
• Building Leadership for ACT
• Individual Leadership Positions
• Leadership Role Overview
• Purpose of the ACT Management Board
• Contact ACT
• Business & Nonprofit Communities
• Reunion Volunteers
• Ways to Give
• Fiscal Year Report
• Business School Fund Leadership Council
• Planned Giving Options
• Planned Giving Benefits
• Planned Gifts and Reunions
• Legacy Partners
• Giving News & Stories
• Giving Deadlines
• Development Staff
• Submit Class Notes
• Class Secretaries
• Board of Directors
• Health Care
• Sustainability
• Class Takeaways
• All Else Equal: Making Better Decisions
• If/Then: Business, Leadership, Society
• Grit & Growth
• Think Fast, Talk Smart
• Spring 2022
• Spring 2021
• Autumn 2020
• Summer 2020
• Winter 2020
• In the Media
• For Journalists
• DCI Fellows
• Other Auditors
• Academic Calendar & Deadlines
• Course Materials
• Entrepreneurial Resources
• Campus Drive Grove
• Campus Drive Lawn
• CEMEX Auditorium
• King Community Court
• Seawell Family Boardroom
• Stanford GSB Bowl
• Stanford Investors Common
• Town Square
• Vidalakis Courtyard
• Vidalakis Dining Hall
• Catering Services
• Policies & Guidelines
• Reservations
• Contact Faculty Recruiting
• Lecturer Positions
• Postdoctoral Positions
• Accommodations
• CMC-Managed Interviews
• Recruiter-Managed Interviews
• Virtual Interviews
• Campus & Virtual
• Search for Candidates
• Think Globally
• Recruiting Calendar
• Recruiting Policies
• Full-Time Employment
• Summer Employment
• Entrepreneurial Summer Program
• Global Management Immersion Experience
• Social-Purpose Summer Internships
• Process Overview
• Project Types
• Client Eligibility Criteria
• Client Screening
• ACT Leadership
• Social Innovation & Nonprofit Management Resources
• Develop Your Organization’s Talent
• Centers & Initiatives
• Student Fellowships

• How It Works
• Testimonials

What Makes a Good Manager Essay

Everybody knows that a boss is a person who directs employees to perform their duties in a proper way in order to achieve the major organizational goals. However, the word “boss” can have both positive and negative characteristics. Any employee, who has got an experience of working with both good and bad bosses in the workplace, can easily characterize both of them. A good boss and a bad boss have very much in common, but at the same time they have a lot of differences which are concluded in their personal characteristics.

A good boss is always a good listener because he is ready to learn about the employees needs and meet them. Besides listening skills, a good boss has good communication skills. He is always ready to keep in touch with each team member individually and to keep them informed of any changes and innovations in the process of work. (Good Boss vs Bad Boss, 2009, para.1) Moreover, a good boss is a person who can become a mentor for his employees, the one who is ready to share his experience with others in the workplace. In addition, a good boss is the one who is empowering, inspirational and empathic in relation to his employees. He is ready to motivate the team members to perform their duties better and to increase organization’s productivity. (Brown, 2008, para.3)

A bad boss is the one who talks too much, but doesn’t listen to his employees’ ideas and meet their needs. The working process of a bad boss is built on commands and controls: “Bad bosses waste too much energy on employee makeovers”. (Brown, 2008, para.4) In this case, employees often lose trust in this person and fail to perform their duties in a proper way. Moreover, he treats his employees as subordinates, but not equally. (Good Boss vs Bad Boss, 2009, para.2) It means that the employees have no opportunity to express their progressive ideas concerning this or that issue. A bad boss is the one who believes that he knows everything and his employees know nothing. A bad boss will never share his experience with other team members. Moreover, he tries to hire weak candidates who are less qualifies, less initiative, and who will never substitute him. (Brown, 2008, para.4)

Both good boss and bad boss have the same functions in the workplace – they should direct and motivate the employees to perform their duties in a proper way and to achieve the major organizational goals. Planning, controlling, directing, organizing and staffing are the key functions of effective management. (Functions of Management, 2011, para.2) It means that any boss should use his skills and abilities in order to be an effective leader of the organization. However, it depends on the personal characteristics of the boss if he is a good or bad leader. Both good and bad bosses hold high position in the organization, get higher wages and should be treated with respect. (Beck, 2008, para.5)

To sum up, both good and bad bosses do have common functions and responsibilities in the workplace, but they have also a lot of differences which are concluded in their relation to work and employees, and their personal traits of character.v

Beck, M. (2008) Are you a good boss or bad boss? CNN Living. April 03, 2008. Retrieved from:<http://articles.cnn.com/20080403/living/o.good.bad.boss_1_bad-boss-poor-leadership-orders?_s=PM:LIVING> Brown, P.B. (2008) Good Boss, Bad Boss. Which Are You? The New York Times. Small Business. January 8, 2008. Retrieved from:<http://www.nytimes.com/2008/01/08/business/smallbusiness/08toolkit.html> Good Boss vs Bad Boss. (2009) Developing People. 12 February, 2009. Retrieved from:<http://www.developingpeople.co.uk/newsGood_Boss_Vs_Bad_Boss-306.aspx> Functions of Management.(2011) Management Study Guide. Retrieved from:http://managementstudyguide.com/management_functions.htm

Related posts:

• Management Issues Essay
• Essay on Decision Making and Problem Solving
• Essay on Coaching and Mentoring
• Interview Techniques Essay
• Moral Issues at Restaurant
• My Personal Brand Essay
• Work Environment Essay
• Essay About Hazards

What Are The Differences Between Good and Bad Bosses?

When they make a mistake.

Bad bosses typically never admit when they are wrong – instead, they blame their mistakes on other people. These kinds of leaders won’t take ownership of their mistakes, instead they seek to excuse them. Insecure managers will let mistakes keep them down for a long time as they lack confidence in their abilities.

Good bosses will reflect on their actions and admit when they are wrong. They take ownership of their mistakes and apologize when necessary. These managers will learn from their errors and work to prevent them from happening again. Great bosses are resilient, which allows them to move forward after a setback.

When it comes to employee performance.

Inadequate managers will avoid having conversations with employees about their performance. They do not make time to meet with employees to establish expectations and they usually skip performance reviews. When it comes to employees who underperform, bad bosses are too timid or indifferent to have challenging accountability conversations. Bad managers let poor performance go unaddressed and great performance go unacknowledged.

Good bosses communicate clear expectations with each employee. They also monitor performance and provide timely, pointed feedback. They confidently conduct performance reviews with employees to identify areas that need improvement while offering support and resources. These managers recognize great performance then reward employees in meaningful ways. Instead of making assumptions about an employee’s poor performance, great managers ask questions, remove barriers, provide mentoring and training, and hold the employee accountable.

How they respond to negative feedback.

Bad bosses respond poorly when given even the smallest amount of negative feedback. They take criticism very personally without regarding the impact of their accused actions. When receiving negative input, they tend to get irrationally offended, shut down or explode with anger. Poor managers become consumed with the criticism, unable to learn from it. Or they become unmoved by the critique, unwilling to grow from it. These bosses often defend their poor leadership qualities instead of admitting they have areas that need improvement.

Great bosses make a habit of routinely gathering feedback about themselves from employees, peers and managers. They want to know the good and the bad, so they ask direct questions about their leadership abilities and skills. These managers use critiques to help them become better leaders. They can roll with the punches and not let negative feedback keep them down.

How they motivate.

Bad supervisors motivate with fear. They rely on their position, rank, grade, or title to get people to do the work. They tell employees what to do, how to do it and expect no questions to be asked.

Excellent bosses motivate by inspiring and empowering their workforce. They do not use their level of authority to motivate employees. Great managers strive to define the purpose of the team’s work so employees are inspired by the impact they will be making. They make employees feel like they are making a difference in the organization. Good leaders show that they value and appreciate their employees.

How they handle bad behavior.

Bad managers allow toxic behaviors to occur in the office on a routine basis. They might not personally care for the conduct that is taking place, but they choose to let it be. These supervisors prefer not to confront such behavior because they don’t know how to, they don’t care, they worry about retaliation, or they do not like conflict.

Good managers are poised to eliminate bad behaviors swiftly and tactically. They know that toxic conduct will quickly create a negative environment for everyone. Great bosses meet with the individual who is acting poorly and skillfully correct the behavior. If things do not improve, they follow official misconduct procedures to formally reprimand the individual.

When it comes to developing solutions and new ideas.

Ineffective leaders believe their ideas and solutions are the best. They are not interested in seeking other perspectives or ideas. Poor managers are always the ones with the loudest voice in the room. They sit at the head of the table and dominate the conversation. They make it clear that their opinion is the only one that matters.

Good leaders create an environment that encourages other viewpoints and perspectives. They look for ways to foster diversity of thought and embrace new ideas. These managers do not come up with all the solutions, but they inspire employees to think innovatively and utilize creative problem-solving skills.

Evidently there are clear differences between good and bad bosses. Understanding these differences and discussing them will go a long way in helping all managers grow, develop and improve.

You may also be interested in 8 Things You Might Be Doing That Are Negatively Impacting Your Employees and Positive Leadership Makes a Big Impact .

Tessie Davenport  has served  as a leader in the Department of Defense for the past ten years. Her breadth of experience includes creating successful teams, coaching, mentoring and leading development programs. She has a B.A.S. in Information and Computer Security, a M.S. in Intelligence Management and is pursuing a Graduate Certificate in Organizational Management. She hopes to inspire new leaders and experienced ones by offering practical ideas to help them build positive cultures and grow their people. Tessie is happily married with three dogs and a cat. She loves to travel, hike, kayak, and explore.

Related Content

Use Plain Language to Improve Communication

Getting Comfortable With Peer-to-Peer Management

Fall Into Free Professional Development

Leave a comment, leave a reply cancel reply.

You must be logged in to post a comment.

Thank you for clearly laying out the differences between good bosses and bad bosses. Employee evaluations are a regular occurrence, but it’s also necessary for managers to look at themselves, ask questions and get feedback. Very insightful, Tessie! Thank you.

Excellent point! I fully agree. Thank you for sharing your feedback.

Recent Articles on GovLoop

• How AI Could Revolutionize Cyber Operations
• How AI Can Help Drive Mission Success in Government
• How MLOps Helps Agencies Get the Most Out of AI
• AI Below the Surface
• How to Get More Insights Out of Community Surveys
• Quantum Computing: Dissecting How, Why and When
• How Agencies Can Bring AI to Life
• Digital Technology for Better CX
• Securing Your Data: Beyond the Cloud
• How to Improve Security Through Modern Identity Management

Things I Wish I’d Learned as a GS-7

Connect Inside and Outside the Workplace

• Essay Topic Generator
• Essay Grader
• Reference Finder
• AI Outline Generator
• Paragraph Expander
• Essay Expander
• Literature Review Generator
• Thesis Generator
• Text Editing Tools
• AI Rewording Tool
• AI Sentence Rewriter
• AI Article Spinner
• AI Grammar Checker
• Spell Checker
• PDF Spell Check
• Paragraph Checker
• Free AI Essay Writer
• Paraphraser
• Grammar Checker
• Citation Generator
• Plagiarism Checker
• AI Detector
• AI Essay Checker
• Proofreading Service
• Editing Service
• AI Writing Guides
• AI Detection Guides
• Citation Guides
• Grammar Guides
• Paraphrasing Guides
• Plagiarism Guides
• Summary Writing Guides
• STEM Guides
• Humanities Guides
• Language Learning Guides
• Coding Guides
• Top Lists and Recommendations
• AI Detectors
• AI Writing Services
• Coding Homework Help
• Citation Generators
• Editing Websites
• Essay Writing Websites
• Language Learning Websites
• Math Solvers
• Paraphrasers
• Plagiarism Checkers
• Reference Finders
• Spell Checkers
• Summarizers
• Tutoring Websites
• Essay Checkers
• Essay Topic Finders

Most Popular

10 days ago

Hospital nurse staffing and patient mortality, nurse burnout, and job dissatisfaction

Nurse-staffing levels and the quality of care in hospitals, differences between good and bad bosses essay sample, example.

Everyone knows how important it is to have favorable conditions at the workplace. Starting from trivial things such as air conditioners or coolers with fresh water, and ending up with flexible schedules and good relationships with colleagues—all this, as well as many other factors, impact employees’ productivity and quality of work. In this regard, one of the most important factors is the manager, or the boss, who directs the working process. It is not a secret that bosses are often a category of people difficult to deal with: many of them are unfairly demanding, tyrannic, prone to shifting their responsibilities to other workers, and so on. At the same time, there are many bosses who not only manage to maintain their staff’s productivity at high levels, but also treat them nicely, fairly, with understanding, and are pleasant to work with. Let us try to figure out the differences between good and bad managers, or bosses.

There are numerous cases when a boss sees his or her staff as personal attendants. The scales of this attitude can vary: some bosses may from time to time ask an employee to bring them a cup of coffee—this is tolerable, and in many cases this can be evaluated as a friendly favor a coworker would do for another coworker without feeling inferior or exploited. However, there are managers whose personal demands go far beyond friendly requests. Highly qualified workers sometimes have to face humiliating demands; for example, Jennifer (the name is changed)—a finance executive in a big company—had to dress up like a Japanese woman, because her boss demanded her to do so. Or, another victim of unfair chief-subordinate relationships, Marisa, had to stay in the office late after work, because her boss required her to (attention!) trim his ear hair (Everwise).

A “good” boss would obviously not treat his or her subordinates like this. Respecting their feelings, dignity, and personal space, such a boss would not demand colleagues to do personal favors, making use of a higher position in a company’s hierarchy. As it has been mentioned before, asking for a cup of coffee or some other small favor can be tolerable if it does not harm a worker’s productivity and/or somehow infringes upon their dignity. Such favors are often made by subordinate employees for each other, and probably cannot be evaluated as exploitation. Things like those described in the previous paragraph, however, go far beyond a friendly attitude, and feel more like exploitation.

There are bosses who are typical “emotional vampires.” These people are extremely difficult to work with, and even though they may possess traits necessary for performing their duties excellently, their subordinates usually suffer severe stress because of their bosses’ psychological peculiarities. According to the clinical psychologist Albert Bernstein, vampires fall under four categories: anti-socials, who pursue excitement in all of its forms; obsessive-compulsives, who meticulously seek for the slightest flaws in their subordinates’ work and micromanage everything; histrionics, who need other people’s attention, and narcissists, who believe they are the most spectacular, valuable, and professional employees in the company (Everwise). Each of these types can be emotionally dangerous for employees. For example, anti-social bosses may provoke conflicts within the office environment, and then enjoy the emotional dramas following up; narcissists will criticize everything and everyone, never satisfied with the work their subordinates do, but never “stooping low enough” to organize it in such a way that benefits everyone; obsessive-compulsive bosses can drive employees crazy with trying to handle and regulate every little detail of the working process—implementing rules for ridiculous things like how sharp should pencils be, or what angle monitors should be. It does not mean that emotional vampires do it on purpose: rather often, such traits are subconscious behavioral patterns, but this still does not make employees’ lives easier.

A “good boss,” on the contrary, does not try to regulate everything, or put himself or herself on a pedestal. Such a person is supportive, knows the weak and the strong professional traits of each of his or her subordinates, listens to what staff has to say (and not just listens, but cares about implementing good ideas), encourages personnel, and cares not just about the work done but also about the team in general and about each of the team’s members. “Bad” bosses may be highly competent in the latest theories regarding their field of work, but it is the skill to manage personnel, to inspire rather than to enforce, which makes yet another difference between the good and the bad boss (Developing People). And even though it is important for a manager to care about the tasks his or her team must accomplish, a good manager will always consider the capabilities and skills of his or her team, instead of blatantly demanding results without regarding how people in the team feel.

All this does not mean that a good boss is one who is nice and tender to his or her subordinates, and a bad boss is one who demands too much, though. In fact, a “good” boss can possess all the traits of a “bad” one: he or she can criticize, yell, or force people to do a lot of work within a short period of time, for example. However, it is the sense of limits that makes the difference. Robert Sutton, a professor of management at Stanford University, says that: “The best bosses have that ability to sort of turn up the volume, to be pushy, to get in people’s faces when they need it, maybe to give them some negative feedback, and to back off when it’s the right time to do that as well. We want people leading us who are confident, who are competent, who act like they’re in charge, who make firm decisions, but we don’t want to work for arrogant, pigheaded bastards who can’t take input. And so what you end up with is sort of this challenge—what great bosses do is find a way to walk the line between these two things” (Business Insider). In other words, many of the “nasty” things “bad” bosses do can be done by “good” bosses as well, but a “good” boss uses such tactics only when it is necessary and knows when to stop being pushy—unlike “bad” bosses, who know no other manner of management.

The relationships between bosses and their employees greatly affect the productivity and the quality of work within any company—this is why it is important that these relationships are, if not friendly, then at least constructive and respectful. Unfortunately, not all managers know how to treat their personnel well. There are traits that indicate a bad boss with almost 100% accuracy: such bosses often treat their subordinates as personal attendants, are demanding, pushy, and offensive for no real reason, or may let their negative traits of character loose, turning the life of regular employees into psychological hell (as in the case of emotional vampires). On the contrary, good bosses treat their subordinates with respect, consider their emotions and professional capabilities, care about teamwork, try to inspire employees instead of forcing them to do something, and even when they need to be pushy and harsh, such bosses always know when to stop.

Works Cited

Giang, Vivian. “This is the Difference Between a Good and Bad Boss.” Business Insider. Business Insider, 02 Jan. 2014. Web. 16 June 2017. <http://www.businessinsider.com/stanford-professor-robert-sutton-reveals-the-difference-between-a-good-and-bad-boss-2014-1>

“The Difference Between Good and Great Managers.” Everwise. N.p., 13 June 2016. Web. 16 June 2017. <https://www.geteverwise.com/career-success/the-difference-between-good-and-great-managers/>

“Good Manager vs. Bad Manager—What is the Difference?” Developing People. N.p., 01 Jan. 1970. Web. 16 June 2017. <http://developingpeopleuk.blogspot.com/2008/08/good-manager-vs-bad-manager-what-is.html>

Follow us on Reddit for more insights and updates.

Comments (0)

Welcome to A*Help comments!

We’re all about debate and discussion at A*Help.

We value the diverse opinions of users, so you may find points of view that you don’t agree with. And that’s cool. However, there are certain things we’re not OK with: attempts to manipulate our data in any way, for example, or the posting of discriminative, offensive, hateful, or disparaging material.

Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

More from Compare and Contrast Essay Examples and Samples

Nov 28 2023

Hirschi’s Social Bond Theory

Nov 27 2023

Rationalism vs Empiricism

Classical vs Operant Conditioning

Related writing guides, writing a compare and contrast essay.

Remember Me

What is your profession ? Student Teacher Writer Other

Forgotten Password?

Username or Email

Good Bosses vs. Bad Bosses: What’s the Difference?

Do you work for a good boss or bad boss? Start by thinking of the worst supervisor or boss you ever had. Chances are someone comes immediately to mind. Why do you consider this person “the worst?” How did he or she act? How did this person’s approach affect your attitude and work effort? Did this person influence you to do your best?

Now, think of a situation where you had the best manager ever. It’s harder to identify a boss who shines, isn’t it? What was this person like, and what did he or she do differently? How did this person affect you and your work effort?

What can we learn?

Did you want to do a better job for the best or the worst boss? The answer is obvious, isn’t it? Regrettably, it’s far more likely that the majority of our work life has been spent reporting to bad bosses. Poor managers continue to dominate the landscape of corporate world globally. Despite the research on effective leadership there are too many of them. They are an epidemic killing off employee productivity, loyalty, creativity and company profit. It’s a gloomy picture if we feel we can’t alter it. But we can.

Knowing how dismal it can be to work for an incompetent supervisor, we can decide to be the good manager if that is our goal to have that role. And if we have a few rough edges (and don’t we all), we can get them polished. Maybe you can become an exceptional leader. In addition, as an employee, we can choose how to interact with a horrible manager.

So how do  know whether YOU work for a “bad” boss or a “good” boss?

Look at the results. The number one reason employees say they quit is because of unhappiness with their boss. Have a lot of people quit the team you are on? Do you want to quit? How excited are you about coming to work each day? Employees with bad bosses are four times more likely to leave than employees who believe they have good bosses. Interviews in seven hundred companies of 2 million employees suggest that the productivity of employees depends on their relationship to their boss.

In big companies, poor bosses stand on every step of the corporate ladder. Many times in smaller organizations, the owners or key executives are often the culprits. In fact, research from various suggests that there are many bad bosses out there.

• Eighty percent of employees say they get no respect at work.
• Less than 53 percent of Americans are unhappy with their jobs.
• Fifty-four percent of employees in lower performing companies are disengaged.

However, good bosses have great people skills that inspire their teams.

Pulling It All Together

I know what you’re thinking. What about those awful bosses who get good results?   Yes, it does seem that some managers do well in spite of the pitiful leadership practices. In fact, if you talk to enough people, you’ll find poor bosses and good bosses can both achieve organizational objectives. The difference is in the “how” and what happens long-term. Lack of respect and poor relationships are weak fuel, leaving poor bosses with nothing to drive sustainable results. Results are unsustainable because poor bosses sap employees’ commitment and positive emotion to invest their best in their work.

In other words, bad bosses’ behavior does eventually catch up with them (or their organizations), but unfortunately for their victims-the employees-and, it doesn’t seem to happen fast enough.

How do you start to become a good or better boss? If you want your team to be better you must be a better leader.  So, keep learning: read new leadership books, attend seminars and webinars, and get a personal coach. Do this consistently and apply new strategies immediately. This will be a great beginning to improving your performance, to helping employees effectively, and to achieving your goals.

Furthermore, if you want to be a leader, check out this proven game-plan for management career success? Check out Rick’s Superstar Leadership book. 

Leave a Comment Cancel reply

Yes, add me to your mailing list.

• Rick Conlow/CEO
• Rick Conlow International
• 5891 Rice Creek Parkway #109 Shoreview, MN 55126
• 1-612-868-8521

Have a question? Send us an email and we'll get back to you, asap.

Successful!

There was an error while trying to send your request. Please try again.

Download your copy of How to Create a High Performance Team!

You have successfully subscribed to the newsletter

Enroll today & receive the Superstar Leadership Performance Plan!

• Free Essay Examples

Compare and Contrast Essay Good Boss Bad Boss

• Workplace Culture
• Social Issues
• Argumentative Essays

In every workplace, the role of a boss is critical in shaping the working environment and influencing employee satisfaction and productivity. A good boss and a bad boss can significantly impact the dynamics of a team and the overall success of a company. In this essay, we will compare and contrast the characteristics of a good boss and a bad boss, highlighting their distinct traits and their effects on employees.

A good boss is characterized by effective communication skills and transparency. They provide clear expectations, offer constructive feedback, and actively listen to their employees' concerns. Good bosses foster an open-door policy, encouraging team members to approach them with questions or ideas. Additionally, they communicate company goals and vision, ensuring that everyone understands their role in achieving them. In contrast, a bad boss lacks communication skills, leading to misunderstandings, confusion, and frustration among employees. They may withhold information, ignore feedback, or dismiss employee input, creating a hostile or unproductive work environment.

Furthermore, a good boss demonstrates strong leadership qualities and leads by example. They inspire trust and respect through their actions, integrity, and dedication to the success of their team. Good bosses empower their employees, delegate tasks effectively, and provide opportunities for growth and development. On the other hand, a bad boss exhibits poor leadership skills, often micromanaging or abusing their authority. They may take credit for their employees' work, blame others for mistakes, or play favorites, leading to resentment and demotivation within the team.

Moreover, a good boss prioritizes employee well-being and work-life balance. They recognize the importance of supporting their team members' personal and professional growth, offering flexibility, and understanding individual needs. Good bosses value work-life balance, encourage breaks, and promote a healthy company culture. Conversely, a bad boss disregards employee well-being, prioritizing results over the welfare of their team. They may expect employees to work long hours, disregard vacation requests, or create a toxic work environment characterized by stress and burnout.

In conclusion, the distinction between a good boss and a bad boss lies in their communication skills, leadership qualities, and commitment to employee well-being. While a good boss fosters a positive work environment, promotes collaboration, and empowers their team, a bad boss creates tension, undermines morale, and hinders productivity. Ultimately, the effectiveness of a boss significantly impacts employee satisfaction, retention, and overall organizational success.

By signing up, you agree to our Terms of Service and Privacy Policy

Write 100% Undetectable AI Essays With EssayAI

Forget robotic-sounding AI essays! EssayAI is all about creating essays that feel authentically human.

Generate Undetectable, Human-like Essays Instantly

Let EssayAI help you write essays that are fresh, compelling, and truly human.

• 100% undetectable AI essay
• Beat any AI detector like Turnitin
• Plagiarism free, every time
• Works in a range of languages

Related Essays

• Ceo Gary Kelly and What Makes Southwest Airlines so Successful
• Aaa Office World Case
• Business Proposal
• Choosing the Right Form of Business Organization
• Case Study Of Bisleri

Related Essays on Management

Background Of Uniqlo

Uniqlo, a renowned Japanese apparel retailer, has established itself as a global fashion powerhouse known for its innovative designs, high-quality products, and commitment to affordability and sustainability. Understanding the background of Uniqlo requires delving into its origins, evolution, and ke...

• Corporations
• Entrepreneurs

Contemporary Theories Of Management Theories

Management theories have evolved significantly over the years, adapting to the changing dynamics of business environments and organizational structures. In contemporary times, several prominent theories have emerged, each offering unique perspectives on ...

Character Analysis Of Elon Musk

Elon Musk, the enigmatic entrepreneur, is a figure of fascination in the modern world. His ventures span across multiple industries, from electric vehicles with Tesla to space exploration with SpaceX, and even futuristic transportation concepts like the Hyperloop. Mu...

• Technology Companies

Case Study On Reliance

Reliance Industries Limited (RIL) stands as one of India's largest conglomerates, with a diversified portfolio spanning across petrochemicals, refining, oil and gas exploration, telecommunications, retail, and digital services. Founded by Dhirubhai Ambani in 1966, the company has grown exponentially...

Ethics and Corporate Responsibility in the Workplace and the World

In today's dynamic and interconnected business landscape, the significance of ethics and corporate responsibility in the workplace cannot be overstated. As society increasingly demands accountability and transparency from organizations, navigating ethical dilemmas and upholding moral standards has b...

• Ethics and Moral Philosophy
• Corporate Social Responsibility (CSR)

Can't find the specific essay examples you're searching for?

Don't worry! Simply input the keywords below to find the one you're after.

✨ Now with our AI Assistant →

• Customer Stories
• Free Guides
• Newsletter ↗
• Request a demo
• Start for free

Download our free Foundations of Leadership guide

• What the best leaders do
• How to avoid becoming a bad boss
• How to spend your time and delegate
• How to avoid leadership mistakes
• How to fire someone

Guide to Foundations of Leadership

By claire lew, ceo of canopy.

We use cookies for analytics, support, and to provide our services. Read our policy or reject non-essential cookies.

• Social Sciences
• Journalism, mass media and communication

Thinking Critically: A Good Boss vs. a Bad Boss

14 May 2022

Format: APA

Academic level: College

Paper type: Essay (Any Type)

Downloads: 0

As societies angled towards civilized structures, industrial labor became the main source of income, the new paradigm brought with it new leadership hierarchies. Today, the work environment remains stratified according to responsibilities and at the top of such division of labor exists the bosses. According to Abbajay (2018), the term “boss” has become synonymous with leadership and responsibilities at work stations with the junior and subordinate employees referring to their superiors who are either tasked to oversee their performance as their bosses. Regardless of the vocabulary used as inference to the positions, it is expected of individuals holding positions of responsibility to be custodians of ethics and morals in their work stations (Wickman & Boer, 2016). Based on such expectations, bosses have continuously found themselves in classification tags either as good or bad bosses. The paper discusses qualities of leadership in the work environment that would lead to a trusted leader being considered a bad or a good boss. 

A Good Boss

Good bosses are good leaders, their approach and attitude to their work are impeccable, and they prioritize the growth of their junior employees. Abbajay (2018) acknowledges that good leaders exhibit leadership aspects that define how they work with their subordinates. Good bosses are known to inspire, be creative, and engages their subordinates while they perform tasks. 

Delegate your assignment to our experts and they will do the rest.

Inspirational

Every individual needs the inspiration to perform effectively. The ability of a leader to inspire their subordinates to prioritize and find purpose in their work helps in achieving the general objective (Jian & Fairhurst, 2017). As a boss, it is important that subordinate staff working under you feel inspired to work effortlessly in achieving the main objective (Abbajay, 2018). Inspiration requires that a leader motivates and actively participates as a team player in achieving set objectives. 

Motivation refers to the ability to foster a close and strong working relationship with colleagues. Good bosses are known to set clear goals among their teams them rally their staff to work towards such targets (Abbajay, 2018). Setting targets allows bosses to create an environment of competitive collaboration where every individual aspires to finish their tasks as a responsibility of helping the general achievement of the team. 

Bosses who motivate their staff to ensure that they provide them with the right tools for self-progress. Motivation, in this case, comes in the forms of encouraging staff to learn and be ready to advance their skills for better opportunities. Wickman and Boer (2016) note that it is imperative that you engage your staff on sessions that allow a close exchange of ideas and ways in which you can best improve the performance through continuous learning and growth. 

A Team Player

Teamwork is a crucial virtue in optimizing the performance of individuals working as a group. Bosses are either employees or employers seeking to maximize productivity through efficient processes (Wickman & Boer, 2016). Good bosses prioritize teamwork as it allows staff to engage both at personal and intellectual levels. Enforcing teamwork allows staff to familiarize and improve on their strengths while limiting their weakness.

Teamwork established collective responsibility and ensures that all staff members acknowledge their effort in the outcome of the work through setting targets. Good bosses allow their staff to own successes as a team and would be quick on identifying areas of weaknesses. Good leaders are pacesetters and often prioritize targets over volume. Good bosses set realistic and comprehensive targets that ensure that staff remains consistent in their performance while at work. 

Leadership is about innovative thinking and having the capacity to deliver quality products. Innovation requires a level of creativity that inspires staff to explore alternative faculties in achieving the set objectives (Jian & Fairhurst, 2017). The consistency in innovating new ideas allows staff to employ new insights in tackling tasks. According to Abbajay (2018), good bosses prioritize efficiency over volume and seek to encourage a dynamic working environment where workers ingenuity and creative ideas are appreciated, enabling them to develop. 

Leaders are different, and depending on their style, can be considered ineffective or effective. Ineffective bosses are referred to as bad bosses. Bad bosses have several standout traits that define their ability to perform their tasks. According to Wickman & Boer, (2016), incompetence is realized through their inability to establish working relationships among staff, lack of strategy in achieving targets, and their perceived big-man syndrome mentality. 

Inability to Establish Staff Relationship

Appropriate staff relations remains at the core of business success. Bad bosses often fail to prioritize creating a good rapport with their subordinates and staff, leading to ill-intentioned performance that demoralizes most hard-working member (Wickman & Boer, 2016)s. Demoralized staff often lacks inspiration and purpose in the business objectives leading to underwhelming performance (Abbajay, 2018). Further, lack of close relationship in working environment breads inefficiency as a result of uncoordinated processes. Inefficiencies are a leading cause of increased costs making it impossible for the organization to make headway in its objectives. 

Lacking in Strategy 

The study Jian & Fairhurst (2017) states that leadership anchors on visionary targets. As leaders bosses who lack an effective strategy of executing tasks to attaining success often fail. Wickman & Boer (2016) states that lack in strategy makes it difficult for bad bosses to realize firm objectives as well as elevate staff to levels of self-progress. Bad leaders are, therefore, considered to stifle growth and hinder the performance of innovative staff members (Abbajay, 2018). Inability to outline strategy often spell failure, and such leaders find it hard to make headway in their attempt to coalesce a team of employees around their ideas. 

Perceived big-man mentality

The mentality is crucial in leadership and defines several aspects that include relationships, firm vision, and performance. According to Wickman and Boer (2016), inappropriate mentality breeds negativity as such leaders are considered to harbor inappropriate attitude to realizing success. In most cases, bosses with such mentality feel isolated and unable to rally their teams to perform. In the end, bad bosses with negative mentality failure to connect with their employees lead to failed objectives. 

Bosses as leaders are at the core of organizational success, and it remains imperative that they approach their responsibilities with the right mindset. Innovativeness and teamwork are core, and only those administrators who employ them succeed in realizing their objective. 

Abbajay, M. (2018).  Managing Up: How To Move Up, Win At Work, And Succeed With Any Type Of Boss. John Wiley & Sons, John Wiley & Sons,

Jian, G., & Fairhurst, G. T. (2017). Leadership in Organizations.  The International Encyclopedia of Organizational Communication , 1-20.

Wickman, G., & Boer, R. (2016).  How to be a great boss . BenBella Books, Inc.

• My Fair Lady Movie Analysis
• New Age Fitness Gym Public Relations 2019-2020 Plan

Select style:

StudyBounty. (2023, September 16). Thinking Critically: A Good Boss vs. a Bad Boss . https://studybounty.com/thinking-critically-a-good-boss-vs-a-bad-boss-essay

Hire an expert to write you a 100% unique paper aligned to your needs.

Related essays

We post free essay examples for college on a regular basis. Stay in the know!

What Makes an Effective Executive?

Student satisfaction in higher education.

Words: 1336

Importance of friends in an individual’s life

Regulatory and imaginative functions of language, quality journalism ridiculed as fake news.

Words: 1346

Mean Girls: The Movie That Defined a Generation

Words: 1508

Running out of time ?

Entrust your assignment to proficient writers and receive TOP-quality paper before the deadline is over.

• Paper Writer Free >
• Essays Examples >
• Essay Topics >

Good Boss Vs. Bad Boss Essays Examples

Type of paper: Essay

Topic: Boss , People , Organization , Leadership , Teamwork , Team , Spirit , Skills

Published: 2020/11/24

Most people come across the situation when they search for a job and eventually find it. Of course you will not get promotion within a day or two, and working under someone’s supervision will be an inseparable part of your career. It is not a surprise that people differ and you can either be lucky to have a good boss, or unlucky to have a bad one. In my opinion, a good boss differs from a bad boss by being a leader not tyrant, by having an ability to listen to his subordinates, and by being able to cultivate team spirit in the organization. Good leaders usually make good bosses, giving the subordinates inspiration to do things better than they used to. Good bosses make good examples of how to make things work and people working with such leaders try to imitate such actions. On the contrary, bad bosses usually adopt authoritarian style of ruling the organization, making subordinates fear them. Bad bosses do not inspire colleagues to do things better, they literally make them work. In addition, authoritarian bosses create unhealthy working environment whereas good bosses with leadership skills cultivate good sense of humor and easygoingness. Good bosses have a genuine interest in their colleagues’ problems; therefore, make good listeners. An ability to listen to people allows bosses to spot problems in the organization immediately and take necessary actions to improve the situation. Conversely, bad bosses are self-centered and do not listen to someone else’s opinion. The inability to be a good listener has negative implications for the organization’s performance. Finally, good bosses understand that a true power of every organization lies in its people, therefore, cultivate team spirit. Bad bosses see team spirit as a problem that undermines authoritarian leadership, and put efforts to atomize people they work with.

Share with friends using:

• Fast Food Reports
• Example Of Book Review On The Economics Of Human Behavior
• Literature Review On Results
• Good Example Of Naturalism Critical Thinking
• Free Research Paper About Swift Foxes
• Example Of Creative Writing On The Business Model Canvas Mcdonald S
• Example Of Essay On This Study Was Guided By The Following Study Question
• Free Essay On The Problem Of Evil
• Designing And Creating An Imaging Department Essay
• Example Of Essay On Criminal Justice Overview
• Argumentative Essay On Argumentative Synthesis 1984 And No Place To Hide
• Free Ron Shaich Essay Example
• Free Communicating Productivity Analysis Essay Example
• Sample Report On What Is Virtual Reality
• Statement And Description Of Central Issue Report Example
• Example Of Controversial Social Movement Response Essay
• Free Essay On Recruitment And Staffing Plan Amazon
• Good Everything In Full Circle Essay Example
• Good Emirates Airline Business Strategy Essay Example
• Special Education Needs In Mainstream School Equity And Adequacy Requisites Literature Review Example
• Example Of Essay On The Kansas City Hyatt Regency Walkways Collapse
• Free Book Review About Review Analyzing English Grammar
• Good Essay On Genetics And Behavioral Characteristic
• Sample Research Proposal On Policy Proposal Cultures Of Education
• Electronics Products Enterprise Essay Example
• Good Example Of Globalization Essay
• Example Of Essay On History Is A Weapon By Howard Zinn
• Example Of Research Proposal On Problem Statement Healthcare In Saudi Arabia
• Good Example Of Essay On The Impact Of Video Games On Children
• Free Wivenhoe House Hotel Essay Example
• Bode Museum Article Review
• Good Critical Thinking On Aesthetic Reasoning
• Good Research Proposal About Healthcare Fraud
• Good Should The Supreme Court Abandon The Use Of Scrutiny In The Civil Rights Movement Essay Example
• Can We Learn To Be Silent Essay
• Short Biography Of Abu Yusuf Al Kindi Essays Example
• Free Movie Review On Surreal Movie Review
• The Motif Of Blindness In The Story Cathedral Essay
• Stock Purchase Decisions Essays Example
• Short Reaction Papers Essay Sample
• Energy From Waste Report Sample
• Free Essay On Environmental Studies
• Reaction To Paul Freiris Education For Critical Consciousness Essays Examples
• Apple And Samsung Essay
• The Unruly Student Case Studies Examples
• Sales Interview Essay

We use cookies to improve your experience with our site. Please accept before continuing or read our cookie policy here .

Wait, have you seen our prices?