The Real Reason for Bad Bosses
By Jeffrey Pfeffer | August 5, 2010
My Stanford colleague Bob Sutton has a new book coming out on how to be a good boss and what behaviors make a bad boss. Like the best of the leadership literature, it is both research-based and sensible. It also sheds some light on why it’s so hard to follow the best practices for good managers and move up the ladder at the same time.
The book’s prescriptions include the classic adage, tell the truth. In one example, Sutton tells the tale of a CEO who alienated most of the company’s top management team by denying that he was pursuing an opportunity at another organization. When that CEO didn’t get the job and further dissembled, saying he had stayed because of loyalty to the current team, trust was broken and people left the company.
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