A Case Study in Leadership Failure
There’s a moment in every professional’s career when they realize who they’re really working for. Not the company. Not the brand. But the person who has the power to shape their day-to-day work life—their manager. And sometimes, that realization is gut-wrenching.
A client of mine recently shared a textbook example of what a leader should never be. This isn’t just a rant about a bad boss—it’s an exploration of a deeper issue: how weak leadership erodes trust, damages credibility, and ultimately, exposes itself for what it truly is.
Let’s start with what happened.
The Setup: A Simple Task, A Clear Agreement
My client was assigned a task. Let’s call it “X.” Their manager and they spent an hour discussing exactly what “X” should look like. Every detail, every nuance—covered. They were in complete alignment.
The client went to work, ensuring they delivered precisely what was agreed upon. Double-checked their work. Made sure it hit the mark.
Next meeting comes. The client presents “X.” The manager is thrilled. Praises the work. Nods in approval.
Success, right?
Not so fast.
The Betrayal: What Was Said When They Left the Room
Shortly after that meeting, the manager reached out to another leader—someone my client considers a friend—and went on a tirade about how terrible the work was. Claimed that the task was simple, that they could have done it in 30 minutes. Used my client’s delivery of “X” as evidence that they deserved a poor performance rating.
Let that sink in.
The same person who smiled and praised their work in private turned around and undermined them in public.
The Psychology of a Weak Leader
Why does someone behave like this? Psychology gives us a few answers:
- Insecurity Masquerading as Strength – People who lack real confidence in their leadership often resort to tearing others down to elevate themselves. Rather than demonstrating capability, they resort to pettiness.
- Fear of Accountability – A strong leader owns their decisions. If the work truly wasn’t good, the failure is just as much theirs as the employee’s—they set the expectations. But a weak leader avoids accountability at all costs.
- Power Through Division – Some managers maintain control by keeping people off-balance. Praise in private, criticize in public—it’s a manipulation tactic meant to ensure employees never feel safe.
- Status Over Substance – When someone says, I could have done this in 30 minutes, what they’re really saying is, I need you to believe I’m better than you. This is ego-driven leadership, not effective leadership.
The Real Consequence: A Loss of Trust and Respect
Bad leaders think they can get away with this behavior indefinitely. The truth? The people who matter always find out.
- My client’s friend, the other manager, told them what was said.
- Now, my client knows exactly who their boss really is.
- And now, they have zero interest in working for them.
That’s the real cost. Not just to my client, but to their manager.
Because no one respects a leader who talks behind their team’s back. No one stays engaged under someone they can’t trust. And no one follows a leader who treats loyalty like a disposable commodity.
What a Real Leader Would Have Done
Let’s rewind. Imagine a different scenario:
- Honest Feedback in the Moment – If the work wasn’t up to par, tell them. Right then. Right there. That’s leadership.
- Take Responsibility for Expectations – If the work didn’t meet the mark, then maybe the initial discussion wasn’t clear. Own that.
- Build Up, Don’t Tear Down – If you believe you could have done it better, teach. Coach. Elevate. Don’t diminish.
But that requires strength. And strength isn’t about bravado or positioning—it’s about integrity.
The Takeaway: Weak Leaders Expose Themselves
If you’re working for someone like this, don’t let their behavior define your worth. Their actions reflect on them, not you.
Eventually, people see through the act. The whispers catch up. The truth surfaces. And when it does, the only reputation that gets damaged is theirs.
As for my client? They know exactly the kind of leader they won’t be.