There are different types of leadership styles. Some leaders act more like mentors, while many tend to be authoritative. The authoritative leaders may often come across as bossy to their subordinates. Should this kind of bossism be accepted and tolerated? Can this bossism grow into a menace?
Ravi Kumar, CPO, Page Industries, is of the view that bossism is not going anywhere as long as organisational structures remain as they are. “The prominence of certain individuals in positions of importance leads to specific behaviours. This type of human behaviour is facilitated by the structure of organisations that allow bossism to persist or emerge,” he says.
“It is crucial to highlight aspects that are not aligned with organisational values and principles. Leaders should be able to moderate their level of aggression in line with the organisation’s strategy,” points out Kamlesh Dangi, group head-HR, InCred.
For instance, if an organisation has a strategy to aggressively market a product in a highly-competitive marketplace, it may be expected that competitors would also exhibit a certain level of aggression. However, for some big tech companies that operate in markets with limited competition, excessive aggression may not be necessary to drive success. Therefore, it becomes essential to assess leadership behaviour within the context of the organisation’s goals and expectations.
“It is crucial to highlight aspects that are not aligned with organisational values and principles. Leaders should be able to moderate their level of aggression in line with the organisation’s strategy”
Kamlesh Dangi, group head-HR, InCred
So what behavioural aspects contribute towards bossism? How do these impact employee productivity and morale, ultimately affecting the organisational structure?
“The primary symptom of bossism is often micromanagement, where bosses insist on maintaining control over every aspect of their subordinates’ work,” states Kumar. This stems from a lack of trust, making it difficult for them to delegate responsibilities and relinquish control to others. Even when they assign tasks to others, they still retain a tight grip on decision-making and execution.
However, there are also certain leaders who are themselves highly motivated and self-driven. When they lead a team that is not aligned with their method and speed of work, they may tend to become authoritative or bossy in their approach.
Overseeing is required when people require supervision or direction, especially when individuals are not fully aware of the organisation’s mandates or expectations, or when they lack sufficient motivation or drive.
For instance, at the field sales level, individuals are typically asked to outline their plans for the day, including travel plans, and report on their meetings and sales numbers. This level of supervision is necessary when employees lack sufficient motivation or do not comprehend the larger purpose of their contribution and how it impacts the organisation’s success. However, it consequently reflects more of a desperate attempt to achieve desired numbers rather than accomplishing goals in a way that doesn’t necessitate a high level of control.
One of the most significant and unfortunate consequences of bossism is its effect on the company culture. “While an organisation may have impressive values and principles on paper, the presence of bossism undermines the desired culture. When bossism takes root, the overall work culture deteriorates, affecting employee morale and productivity. It becomes challenging for employees to thrive in an environment where they feel stifled, undervalued, or micromanaged,” enunciates Kumar.
Furthermore, the negative impact on the company’s culture ultimately affects its business outcomes, impacting the overall health and performance of the organisation. In some cases, it has led to closures, shutdowns, or even a breakdown of the organisation as a whole.
“Various tools and evaluation methods for senior leaders can help assess behavioural tendencies. Additionally, conducting assessment centres before finalising hiring decisions can identify potential signs of bossism, enabling the organisation to eliminate such candidates earlier in the selection process”
Ravi Kumar, CPO, Page Industries
While authoritative leadership can be effective, bossism, on the other hand, disrupts the work environment, hampers productivity and can even lead to severe consequences for the organisation’s success and longevity. For instance, if someone is new and inexperienced, such as a recent hire in a sales environment, they may benefit from a higher level of control from their boss. Clear instructions and guidance can help them understand their role and perform their tasks effectively. If the boss exercises control in the right way, it can facilitate the growth and development of the employee, and the employee may feel motivated. On the other hand, if new hires are left without guidance and told to decide what they want to do, it can lead to confusion and hinder their progress.
How to deal with bossism
“Ultimately, the level of bossism needs to be moderated based on the specific environment, the maturity of the individuals involved and the overall objectives of the organisation,” asserts Dangi. It is essential to consider the organisation’s goals, the competitive landscape it operates in, the specific context in which the boss operates and the maturity level of the subordinates or team members in determining the appropriate level of bossism.
From the company’s standpoint, one approach is to avoid hiring individuals prone to bossism. “Various tools and evaluation methods for senior leaders can help assess behavioural tendencies. Additionally, conducting assessment centres before finalising hiring decisions can identify potential signs of bossism, enabling the organisation to eliminate such candidates earlier in the selection process,” points out Kumar. Additionally, asking targeted questions during interviews in different ways can help uncover behavioural traits that should be avoided.
Companies can have a structured upward feedback mechanism in place, as it allows for continuous communication about the organisation’s leadership values. “Without maintaining a complete feedback loop, leadership may not fully grasp what is happening on the ground and may miss opportunities for improvement. By fostering an environment that encourages open communication and feedback, organisations can effectively address bossism-related issues and ensure alignment with their desired values and behaviours,” suggests Dangi.
Employees can also employ strategies to navigate bossism, while ensuring their professional growth and well-being.
“The first step is to address the issue directly and call it out. It is beneficial to seek support from influential individuals within the organisation who can assist in resolving the matter,” advises Kumar.
It is crucial for individuals to confront extreme bossism, call it out and seek assistance in conveying to the boss that such a work approach is not conducive to a healthy work environment. This can include reaching out to the board, senior management, or HR personnel who can provide guidance and support in dealing with the situation effectively.
“Another crucial aspect is for the employees to gauge whether they are being treated with due respect,” opines Dangi. When the boss genuinely wants the employee to succeed and demonstrates that through actions, it fosters mutual respect. Only such mutual respect and trust can serve as the starting point for a positive working dynamic.