By Kannan Ramaswamy, Ph.D., and Bill Youngdahl, Ph.D.
Bad bosses don’t wake up in the morning and ask themselves: “How can I derail the corporate strategy today?” Our research, based on surveys and interviews with more than 250 managers in 37 countries, shows that most ineffective leaders remain blissfully unaware of the harm they do to their organizations. They chuckle with everyone else when they read “Dilbert” cartoons about the Pointy-Haired Boss. We credit the disconnect to a “hindrance trap” that lulls emerging leaders into a false sense of accomplishment over a period of years or even decades. At least three forces contribute to this trap. | Video: When Bosses Do Harm (2:29)
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