Jonathan Houck of New Jersey put it this way: They are the "problem child of a business culture that rewards failure, underhandedness, indifference, selfishness, narcissism, and shortsightedness."
Righteous do-nothing: There's nothing like busting your hump on a project only to see your boss hog all the credit, with nary a mention of the people who actually did the work.
Worse, still, is when the person in charge steers you wrong, dismisses your ideas and then never acknowledges you might have been right after all.
"A bad boss can never admit they are wrong or apologize to employees if needed," wrote Ken Hopkins of Dallas.
Then, of course, there's the "warm body" approach to managing.
Such bosses "provide no value. When approached for coun[sel] they either tell you to figure it out or send you to another contact. They lack follow up and are hard to reach. But they're quick to scold when performance isn't where it needs to be," said Anthony Williams of Oregon.
Dudley do-wrong: Bossesneed to interact with those they manage.
Apparently, though, the boss who shuns contact and isolates himself didn't get that memo.
"He puts himself in an ivory tower where everybody is afraid to approach him and talk to him, so no ideas get shared. He does not find out about problems until it's too late. And he has zero connection to his staff," said Dave from Maryland.
Control freak on 'roids: Of course, too much hands-on involvement will drive employees nuts. Special ire was reserved for the "micromanager."
One reader from Pennsylvania complained about a boss who assigned a writing project without giving much direction. Then the boss re-wrote everything "as if he was the only one who could produce it clearly. It devalued one's output and confidence."
Kimberley Moore of California cited a boss who "would show up on her days off, just to make sure we were doing everything her way."
The takeaway for employees, Moore said: "She didn't trust or have faith in our abilities to get things done, no matter how long we were with the company."