Weather 
Raise your hand if you hate, or have ever hated, your boss.
You are not alone, folks.
A recent study conducted by HR experts Ken and Debra Corey, authors of “Bad Bosses Ruin Lives,” found that 99.6% of respondents have suffered under the leadership of a bad boss.
Based on their research, the duo found that while bossholes are ubiquitous, failure styles fall into 10 archetypes.
The Avoider
This type of leader is akin to an absentee parent, prone to ghosting and failing to give their team the time and attention they need to feel proficient and appreciated.
The Ignorer
This type of boss makes employees feel undervalued by disregarding their input, ideas, and/or perspectives.
The Hoarder
As the name implies, the hoarder either withholds information or dispenses it in a way that does not support their team’s needs.
The Unappreciater
The Unappreciator murders morale by failing to show their people appropriate recognition, gratitude, or appreciation, leaving employees feeling devalued, invisible, and taken for granted.
The Pretender
A classic people-pleaser, the Pretender fears discomfort or upset and, as a result, does not provide honest feedback that employees need and deserve.
The Blocker
An enemy of progress, this archetype prevents or actively impedes career development, barring employees from meeting their goals, acquiring new skills or contributing to the company’s success.
The Firefighter
This inflammatory leader handles situations with a reactive urgency and barely gives a warning or strategy, which often sabotages team members’ ability to plan for or achieve long-term goals.
The Micromanager
An overly involved overlord, this type of boss is critical, controlling, and incessantly prescribing what work needs to be accomplished and how.
The Blamer
A professional narc, the Blamer is allergic to accountability and routinely places the burden of responsibility on others for faults or wrongdoing.
The Coercer
A bully boss who puts the d–k in dictator, this type uses power to control and coerce their team, expecting strict allegiance while offering zero autonomy.
According to Debra, the first step in combating a bad boss is determining if you are one.
“95% of us who are bad bosses because we actually don’t know that we’re doing things wrong,” she told HR Dive.
So how does one discern if they’re the problem?
“If your presence diminishes rather than empowers, that’s your wake-up call,” workplace expert Jeff Civillico told The Post.
He explained that employees serve as mirrors for management.
“When people stop sharing tough truths, avoid seeking feedback, or begin playing it overly safe in meetings, that’s not harmony… It’s hesitation,” Civillico pointed out.
Of those surveyed, the Unappreciator, Micromanager, and Avoider were ranked as the most common types of bad bosses, with roughly 80% of respondents having endured them.
“An Unappreciator drains purpose. A Micromanager stifles autonomy. An Avoider breeds uncertainty through silence,” shared Civillico.
Regarding what team members can do to improve workflow when led by any of the unholy three, he notes that strategic influence is the name of the game.
“Highlight your contributions with an Unappreciater. Communicate proactively with a Micromanager. With an Avoider, ask clear, focused questions,” he said.
“You can’t always change their approach, but you can shape the environment you work in.”
Civillico notes that the behavior patterns of Micromanagers and Unappreciators are the most difficult for leaders to shake, even when they know their actions are counterproductive.
“Both stem from fear. Unappreciators are often overwhelmed by pressure and lose sight of the human element in performance, while Micromanagers anchor their value in being the one who ensures everything is done right,” he explained.
All hope is not lost for piss poor leaders, however, as Civillico assures that shifting from a horrible boss to a beloved head honcho is possible.
He maintains that professionals can find purpose and power by directing their energy toward what they can control: effort, standards, and human connection.
“Even in a less-than-ideal environment, you can refine your skills and uplift those around you.”
On the upswing, Civillico says having a bad boss can make you a better one.
“Poor leadership provides contrast. It reveals how disengagement feels and how quickly it can drain morale. If you pay attention, it becomes a guide, showing you exactly the kind of leader you aspire to be.”
