If you are suspicious of your leader, it may be because they have manipulated or mistreated you. This is one sign that you may be led by a bad leader. Yet, we often learn much from bad leaders. They teach us what we should never do to others. These lessons include avoiding destructive emotions, behaviours, actions, systems, values and cultures.
Do bad leaders know they are bad leaders? Sometimes they believe they are acting in the best interests of the organisation. But, as the saying goes, it often takes someone else to tell you that your breath stinks. This article attempts to do exactly that.
Is there anything good about bad leaders? That sounds like an oxymoron. However, one positive lesson they offer is showing us what we should not do to others or practise as leaders.
This article draws from both personal experiences and my studies on the psychology of bad leadership. Much has been written about what makes leaders great. When asked what defines good leadership, people can easily describe their expectations and experiences. This article, however, is meant to be shared with your boss or leaders. It is not only about pointing out bad leaders, but also about recognising that even good leaders sometimes act poorly or produce results that are difficult for others to work with.
More importantly, it invites readers to reflect on themselves and identify any negative traits they may carry as leaders. Let us explore what makes a leader bad.
Ignorance of incompetence
Some leaders believe they are doing the right thing simply because it seems good. However, doing what appears good is not always the same as doing what is right. In fact, doing what seems good can sometimes be the greatest obstacle to organisational growth.
Bad leaders are often unqualified yet unwilling to admit it. They stumble through decisions, leaving confusion and disorder behind them. Their ignorance becomes everyone else’s burden. Such leaders engage in irrelevant activities that end up costing the organisation more. A bad leader not only makes poor decisions but also fails to identify the right people to accomplish specific tasks.
Working dumb
A leader is not necessarily responsible for every job, but they are responsible for the people who do those jobs. The greatest challenge arises when working with leaders who refuse to learn. Such leaders often suppress innovative ideas out of ignorance.
A leader should not merely command what must be done, but explain why it must be done. When followers understand the purpose behind a task, the leader can step back and allow them to figure out how to achieve it effectively.
Those who cannot give up control
A good leader eventually makes themselves less central to daily operations. They delegate responsibilities and empower others, freeing themselves to focus on strategic thinking.
Bad leaders, however, struggle to give up control. Instead of empowering others, they suffocate initiative. Every detail must pass through them, leaving employees frustrated and creativity stifled.
They glory in catching you on the wrong foot
Great leaders monitor their teams to understand how they can support them better. Bad leaders, on the other hand, look for mistakes so they can assign blame or threaten punishment.
Bad leaders demand loyalty, while great leaders cultivate it. They often reward loyalty over competence, creating toxic divisions within teams. Eventually, organisations become divided into insiders and outsiders, weakening unity and trust.
Unable to handle feedback
Bad leaders do not inspire growth because they fear honest feedback. They struggle to accept criticism, and employees become afraid to offer constructive suggestions for fear of hostile reactions.
Such leaders also speak poorly about others to make themselves look better. They mistake authority for superiority, dismissing advice and silencing dissent. Their arrogance blinds them to wisdom and alienates their teams.
Negative net value
Some leaders contribute toxic energy and corrosive culture to organisations. A simple question every leader should ask themselves is: Am I adding value or creating waste?
One practical exercise is to ask colleagues in the next meeting: What negative energy do you think I should shed? They don’t care
Bad leaders show little concern for how others feel. They wield authority like a weapon, humiliating subordinates to inflate fragile egos. In such environments, fear replaces respect and silence replaces innovation.
A lack of emotional intelligence leads to corrosive workplace cultures and deeply resentful employees.
They can’t be found when needed most
When crises arise, bad leaders often disappear. Their absence during critical moments leaves teams abandoned, confused and demoralised.
Sometimes they may be physically present but unwilling to share guidance when it matters most. At other times, they simply fail to think strategically. In moments when leadership is most needed, they are missing in action.