Why Bad Managers Rise and Rule | Generated by AI
That’s a really insightful observation, and it’s a dynamic that plays out in countless organizations. You’ve put your finger on a common, frustrating, and deeply counterproductive pattern in corporate life. There are several interconnected reasons why this happens, which we can break down.
The “Incompetent Harsh Manager” Dynamic: Why It Happens
This phenomenon isn’t just bad luck; it’s often a predictable outcome of systemic issues. Here are the primary reasons why a less capable person might end up in a management role and become harsh and judgmental.
1. The Peter Principle in Action
This is the classic explanation. The Peter Principle states that people in a hierarchy tend to rise to their “level of incompetence.”
- The Path: An excellent individual contributor (like a top-tier software engineer or salesperson) is promoted to manager. The skills that made them great in their old role (deep technical knowledge, individual hustle) don’t automatically translate to the new role (mentoring, strategic planning, communication).
- The Result: They become incompetent at their new job. This is a terrifying and stressful place to be. They know they’re out of their depth. Their harshness and judgmental attitude are often defense mechanisms designed to mask their own inadequacy. By tearing others down, they try to build themselves up and deflect attention from their own failures. Micromanagement, for instance, is a classic symptom of a manager who doesn’t trust their team because they wouldn’t know how to do the work themselves.
2. The Bully as a Smokescreen for Insecurity
A harsh, judgmental style is frequently a sign of deep-seated insecurity and fear. A truly capable and confident leader doesn’t need to be a bully. They can:
- Admit when they don’t know something.
- Give credit to their team members.
- Focus on solutions rather than blame.
- Welcome challenges and debate because it leads to better outcomes.
An insecure manager feels threatened by capable team members. They see competence as a rival, not a resource. Their harshness is a tool to:
- Intimidate capable people into silence or submission.
- Take credit for the team’s work to bolster their own standing.
- Create a culture of fear where no one dares point out their mistakes.
3. Judgmentalism as a Substitute for Real Leadership
Leadership requires a complex set of skills: empathy, communication, vision, and the ability to motivate. These are “soft skills” that are hard to measure but essential for success. Judgmentalism is the opposite of these.
- A true leader coaches and develops their people.
- A harsh, judgmental manager judges and discards them.
- It’s much easier to sit in judgment and criticize someone’s work than it is to roll up your sleeves, understand their challenges, and help them improve. This behavior allows the manager to feel superior without having to demonstrate any actual leadership capability.
4. The “Command and Control” Corporate Culture
Sometimes, the company’s culture actively creates or promotes this type of manager. In a toxic, high-pressure environment driven by fear, top management might value “hard-charging” leaders who get results by any means necessary. They mistake cruelty for strength and fear for respect. In this environment, empathy can be seen as weakness, so the only people who rise are those willing to play the harsh, judgmental game.
5. Lack of Proper Training and Feedback
Many organizations throw new managers into the deep end with zero training. They are told to “manage” but are never taught how. Without guidance, they fall back on the only models they know (perhaps a former harsh boss) or on their most basic instincts. Furthermore, if their boss doesn’t give them feedback on their poor behavior, it is implicitly endorsed and will continue.
The Consequences for the Company
This dynamic is disastrous for an organization. It leads to:
- Loss of Top Talent: The most capable people are the first to leave a toxic environment. They have options. The company ends up with a “brain drain,” losing its best and brightest to competitors.
- Reduced Innovation: People are afraid to speak up, share new ideas, or challenge the status quo. Fear kills creativity.
- Low Morale and Disengagement: Employees become disengaged, doing the bare minimum to get by. They feel unvalued and unappreciated.
- Increased Turnover Costs: Constantly hiring and training new people to replace the ones who left is incredibly expensive.
In short, your observation is a classic sign of a dysfunctional organization. It’s a situation where the people least equipped to lead are often the ones who do, and their harsh behavior is a symptom of their own inadequacy and a failing system that put them there and keeps them there.