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How to know if your boss is a do-nothing

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dc.contributor.author Bellows, Scott
dc.date.accessioned 2018-05-23T07:43:28Z
dc.date.available 2018-05-23T07:43:28Z
dc.date.issued 2018-02-07
dc.identifier.uri http://erepo.usiu.ac.ke/11732/3849
dc.description A Newspaper article by Scott Bellows, an Assistant Professor in the Chandaria School of Business at USIU-Africa en_US
dc.description.abstract Ochola works in a posh private secondary school in Nairobi as a deputy principal. He faithfully attends to his duties and strives to meet regularly with the teaching staff. However, according to the organisational standard operating procedures, Mr Ochola cannot make any structural changes or any decision that may cause budgetary implications without the approval of the principal. Unfortunately for Mr Ochola and all the teachers, the principal avoids meetings, fails to respond to inquiries, pushes off decisions by asking for more analysis, and spends most of his time meeting with external stakeholders. Mr Ochola feels frustrated that his work gets frozen and he cannot act out his duties properly due to the principal shirking his responsibilities. Many of us can imagine a time during our working careers where we ran across a manager such as Mr Ochola’s principal. Laissez-faire leaders display frequent absences and a shortage of involvement during important organisational junctures. Social scientists Anders Skogstad, Stale Einarsen, Torbjorn Torsheim, and Merethe Aasland define laissez-faire managers as do-nothing bosses who deliberately avoid the task of directing their staff. Such supervisory failures could come from not caring about the welfare of their staff, providing no structure, neglecting to communicate performance standards, not following up on holding employees accountable, and abandoning attempts at bolstering employee morale, satisfaction, and motivation. But do employees like the increased autonomy when bosses mentally check out? Or do workers desire some sort of authority figure to stand in the gap on critical issues? In a German study by Kathrin Rothfelder, Michael Ottenbacher and Robert Harrington, employees equated other leadership traits, such as transformational leadership, as a key determinant of job satisfaction rather than lasses-faire leadership’s lack of actions which showed a non-significant impact on employee satisfaction. en_US
dc.publisher Business Daily en_US
dc.subject Society en_US
dc.title How to know if your boss is a do-nothing en_US
dc.type Article en_US


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