I can tell when I’m striking a chord with people on an issue that is impacting them; such is the case with the topic of toxic bosses. This marks the second of many articles I will be sharing on this topic, as I continue to gather research data on the behaviors and impacts of toxic bosses.
I’ve embarked on this topic in my research, writing, and speaking because in my 25 years in the field of industrial/organizational and career psychology, I have witnessed and experienced many toxic bosses. This situation is shared by a proportion of our thousands of clients at Canada Career Counselling, who have needed support to navigate these difficult workplace dynamics.
Indeed, far too many people relate to having reported to a toxic boss in their careers. According to DDI’s Frontline Leader Project, 57% of employees have left at least one job because of a bad boss.
Part of my research involves determining the various personas or types of toxic bosses, three of which I will share with you in this blog. Note that a toxic boss can fit into more than one of these personas, and this is not an exhaustive list, as there are many more types to share. But hopefully this is a good start and may resonate with your experiences and observations.
Dishonest Manipulators
This type of toxic boss is inherently dishonest. They create an environment of mistrust within their team and between colleagues. They are adept at playing both sides. They are so skilled at lying and manipulating that it often becomes their way of operating; and they are good at making others think their lies are the truth. Reasons they lie may be to get ahead, achieve what they want, protect people they like, or look good and “manage up” to their superiors, including senior executives and the Board of Directors. They are excellent workplace politicians.
Dishonest Manipulators do not appreciate being called out for their lies, and will manipulate their way into throwing you “under the bus” if you question them. They will not keep your confidences, so do not trust them. They will speak negatively about others behind their backs and will not hesitate to do the same to you.
To get their way, dishonest manipulators are sneaky and two-faced. They know when to put on the charm and act nicely when they want or need something. They are not genuine nor authentic with their intentions or thoughts, opting for what others want to hear instead of the truth. In other words, they will say one thing to you, and the opposite to someone else, but in each case sound utterly believable. Or their words will not match their actions; they will say one thing and do another. They leave you feeling stunned and betrayed once you realize the extent of their dishonest and manipulative behavior.
Great Dividers
Great Dividers thrive at causing dissension amongst the team. They are experts in pitting people against each other and creating a psychologically unsafe environment with an undercurrent of fear. If you are a manager, they may try to pit you against your direct reports by undermining your leadership. They will separate you from your peers, creating silos and toxic competition. They are skilled at triangulating relationships, creating significant mistrust amongst colleagues. By causing these damaging divides, the Great Divider ensures that their people will not unite and rise against them (if you think this sounds suspiciously like a dictator, you are correct!)
The Great Divider likes to choose their favorites, thereby creating an in-group and out-group. Their favorites are often people who are like them or are their friends. Promotions and compensation are based on their personal preferences, often rewarding people they like or yes-people who don’t challenge them. Their decisions are biased toward rewarding their favorites, while removing supports, opportunities, or perks for those who are in the out-group. They are known to shut out and marginalize those whom they want to be out. Rest assured if you question or challenge a Great Divider you will be punished or excluded, potentially impacting your career development and growth, and even your job.
Unethical Corruptors
Unethical corruptors lack integrity to the point of corruption. Their decisions and actions are unethical, whether it’s misrepresenting a product, inaccurate reporting, lack of financial integrity, tempering with survey results, or manipulating compensation. Their corrupt acts will often serve their own promotion or pocketbook. Whatever they are stealing from the organization, be it time, money, or other resources, they will expect their employees to cover for them, thereby risking their own integrity.
The Unethical Corrupter may also practice discriminatory hiring practices, such as asking illegal questions or not hiring people for illegal reasons. They will minimize the impact of or deny these behaviors altogether, because they feel they are above the law. If they are trying to let you go, they will likely not follow the rules of employment law, cutting corners and abusing your rights. They may even push you to sign an NDA when laying you off without allowing the time for you to review it with your lawyer.
Summary
I hope this information helps you recognize the type of toxic boss that you may be reporting to and understand the common behaviours and risks as you navigate your next steps. Know that you are never alone in your struggle with a toxic boss, and advice and support exist for you to navigate such dynamics. Visit my podcast to check out my latest podcast episodes on toxic leadership, as well episodes on great leaders and thriving organizations.
Dr. Laura Hambley is a thought leader on Career and Workplace Psychology, passionate about career development. She founded Canada Career Counselling in 2009, however has specialized in career development since 1999 through her Master’s research and counselling in different settings, including outplacement and career transition firms in Alberta.
Dr. Laura learned early on that effective career planning enhances wellbeing, confidence, and clarity in one’s work and life. Combining the expertise of Psychology with Career Counselling is what she sought to do as she founded and evolved Canada Career Counselling from Calgary to Toronto, Victoria, and Halifax, providing Career Counselling and Career Coaching to thousands of clients over many years.
Dr. Laura enjoys her work as a Career Counsellor and Career Coach to professionals who are in mid- or senior stages of their career, helping them navigate complex career decisions and pivots. Her extensive experience as an Industrial/Organizational Psychologist, enables her to understand and address the challenges faced by individuals, leaders, teams, and organizational cultures. Having consulted to a wide range of organizations since the late 1990s, and becoming a future of work thought leader, has enabled her to help individuals and organizations navigate the latest trends impacting today’s organizations.
Dr. Laura fulfilled her dream of having her own podcast in 2020, called Where Work Meets Life™, where she interviews experts globally on topics around career fulfillment and thriving humans and organizations. She is a sought-after keynote speaker for organizations, associations, conferences, and events.
In addition to her Master’s in Counselling Psychology (1999), Laura holds a Ph.D. in Industrial/Organizational Psychology (2005) from the University of Calgary. She is a Registered Psychologist with the College of Alberta Psychologists, as well as a member of the Psychologists’ Association of Alberta and the Society of Human Resource Management (SHRM). She also contributes to teaching, supervision, and research as an Adjunct Professor of Psychology at the University of Calgary.
For more resources, look into Dr. Laura’s organizations:
