The Eight Most Common, Yet Frustrating Traits of the Arrogant Boss

Is your or your boss’s determination to prove leadership ability unconsciously translated to an aggressive, know-it-all style? Do you find that management insists that you provide “the goods” but when it comes to lending support, they generally appear inaccessible?

What is arrogance, but an over-inflated sense of one’s position and value, combined with an attitude that somehow you are above everyone else? Such a self-absorbed, elevated sense of ones’ self can easily lead to a devaluing of what others have to offer, thereby undermining opportunities for sound sharing, feedback, support of management initiatives, etc. When people realize that no one is listening to them, they will naturally refrain from communication. Thus, arrogance at the top can be very costly to morale, productivity, and loyalty throughout all levels of the organization.

Blinded by their own arrogance, such managers are pretty unlikely to perceive this quality about themselves, and most likely need an objective third party, like a mentor or coach, to open their eyes to a more constructive leadership style. While truthful, open evaluation of how one is perceived up and down the chain may be challenging to accept, the result of not doing so may exact a costly toll to both employees and the organization itself.
Investing in leadership competencies is one of the essential steps in developing solid management. Building awareness, followed by good coaching and modeling, would serve to support a more positive, engaged leadership style.

Take a look at the eight following telltale signs indicating that a leader is in need of development around inter-personal attitudes:

1.Treats subordinates in such a way that devalues them in order to prop herself up. She thrives on her position in the hierarchy and lets everyone else know it.

2.Such a manager cultivates an atmosphere of intimidation, stifling others’ ability to collaborate, communicate, and share doubts or concerns. Characteristically, an arrogant manager comes across as inaccessible and potentially unapproachable, because they do not listen well to others.

3.Demands immediate results or rapid turnaround, disregarding the process of buy-in from others. Patience is a real challenge for this type of boss since she wants to look good now.

4.Refrains from contributing solutions when problems or crises arise. Characteristically takes a position of, “So what are YOU going to do about it?” To this type of manager, others’ challenges do not really matter much to him. While this response could potentially develop a stronger ability in staff to independently solve problems, it is just as likely to leave them feeling unsupported and resentful.

5.Operates under the mantle of a “know-it-all”, essentially refusing to entertain other points of view.

Sees challenges to his ideas as threats to his authority. Cultivates an underlying message of “just do as I say – I am not particularly interested in listening to anything else.” Ironically, underneath it all he harbors self-doubts about his competencies at motivating others, so overcompensates by demanding results while offering little or no support.

6.Heads up a dysfunctional, ineffective team that has so developed out of a lack of proactive guidance. The unfortunate individuals who report to this type of manager can find themselves afloat on a rudderless ship, out of the radarscope of what should have been an involved captain.

7.Can appear defensive about her performance, deflecting blame onto others’ “incompetence” when goals are not achieved or projects go wrong. Could benefit from a professional coach or dedicated mentor who offers direct observation and truth telling.

8.Can be overly competitive, straining to reach the top levels of performance or promotion. Places far greater emphasis on developing his organization “face” rather than developing growth in others. Concerned with creating positive impressions of himself at the expense of recognizing others’ contributions. Unfortunately, collaboration is not part of his management vocabulary.

For effective ways to deal with some of these communication frustrations, see the article on Powerful Tips to Improve Communication With Your Boss by Marla Platt.

About the Author

© 2003 Marla Platt, BA, MBA Marla Platt is a Business/Executive/Personal Coach, http://www.AchieveCoach.com,
providing highly effective distance or in-person coaching to break through blocks and enhance professional growth through clarity, prioritization and communication.