3. DIFFICULT OR TRYING TO BE DIFFICULT

THE “DARK” SIDE OF LEADERSHIP AND WORKPLACE OUTCOMES

3.         DIFFICULT OR TRYING TO BE DIFFICULT

Difficult here implies hard to manage, hard to satisfy or hard to comprehend.  Before addressing the situation on hand, you must identify whether the boss is not merely acting out.  A difficult boss is incongruent, inconsistent or unpredictable on at least one of these three levels:

1.         Difficult individual

The problem may be the boss as a person.  Directives, responses and moods may all appear unpredictable and unpatterned.

2.         Difficult relative to you.

The problem may be the relationship between you and the boss.

3.         Difficult relative to group or organisational culture.

The problem may arise because the boss does not behave in the manner expected in your organisation.

Difficult people, whether bosses or not, leave those around them frustrated, drained, and hostile.  Difficult bosses are often perceived as being negative, argumentative, frivolous, incompetent, non-committed, over-zealous, belligerent or fickle.  We each have different personalities, they do not necessarily clash.

Personalities are usually only a small part of the conflict.  The real conflict is different expectations about what we are trying to achieve, how we are trying to achieve it, and each person's part in the activity.  Effective managers take the time and effort to manage their bosses and subordinates.  After all, the boss is but another resource at your disposal.

 

Strategies for Dealing with Difficult Managers

1.         Know yourself

• as an organisational actor
• your role and how does it contribute to the organisation's goal

2.         Know your boss

• really know your boss
• boss's role and how does it contribute to the organisation's goals
• boss's view of the organisation

3.         Build trust

• trust increases if subordinates establish a history of honesty and dependability

4.         Adjust your communication style to complement your boss

• if your boss is a talker, become a better listener
• "adjusting" your style does not equate with "changing" your style

5.         Open up lines of communications

• it may increase the information your boss needs to perform
• it may increase your boss's awareness of you and your job performance
• communications are not limited only to good news
• essential to tell the story in his terms, within his framework, and in a way that links it to his personal and organisational goals

6.         Cultivate the bond between you and your boss

7.         Look laterally in the company for a respected mentor

8.         Build bridges and credibility with the desirable boss

9.         Become visible and exhibit your expertise when the opportunities arise

10.       Document your activities and personal encounters

 

Life is too short to dread going to work every morning.  The difficult boss frustrates, and antagonises.  Strive to manage the situation.  Strive to improve communications and modify power relationships.

 

Reference:

J. Kenneth Matejka, Diane Dodd-McCue, D. Neil Ashworth, (1988),"Managing the Difficult Boss", Journal of Managerial Psychology, Vol. 3 Iss: 1 pp. 3 - 7