The popular media is full of examples of bad leaders in government, academia, and business. But the most common kind of incompetent leader isn’t the ranting, narcissistic sociopath that might immediately come to mind. Rather, it’s the “absentee leader” — those in leadership roles who are psychologically absent from them. These people were promoted into management, and enjoy the privileges and rewards of a leadership role, but avoid meaningful involvement with their teams. Absentee leaders kill engagement and productivity. Research shows that being ignored by one’s boss is more alienating than being treated poorly, and that the impact of absentee leadership on job satisfaction outlasts the impact of both constructive and more overtly destructive forms of leadership. The chances are good, however, that your organization is unaware of its absentee leaders, because they specialize in flying under the radar by not doing anything that attracts attention. Nonetheless, the adhesiveness of their negative impact may be slowly and silently killing your organization.
A young friend recently remarked that the worst boss he ever had would provide him with feedback that always consisted of “You’re doing a great job.” But they both knew it wasn’t true — the organization was in disarray, turnover was excessive, and customers were not happy. My friend was giving it his all, but he needed more support and better feedback than he received. He wanted a leader who would be around when he needed them, and who would give him substantive advice, not platitudes. As a measure of his frustration, he said, “I would rather have had a boss who yelled at me or made unrealistic demands than this one, who provided empty praise.”
See the original blog:-
https://hbr.org/2018/03/the-most-common-type-of-incompetent-leader?fbclid=IwAR3EIBse9FU1p_n1cAC1mtY_Nnh9ATpKtckLDX5CQLFDe7LOiig03vvBvJI
