Good People, Bad Managers

What's worse than a bad manager who everybody knows is bad? A bad manager who is well-intentioned and considered to be good. Yet these well-intentioned bad managers make up the bulk of management today. How did that happen? How did so many of today's managers end up with a self-preservation mindset that doesn't always translate to a productive and mission-oriented environment? How did so many good people become wedded to a work culture that saps morale, well-being and performance at both the individual and organizational levels?

an the well-intentioned doling it out realize... and even In Good People, Bad Managers: How Work Culture Corrupts Good Intentions, author Samuel A. Culbert sheds a light on the bad habits that are routinely followed by these well-intended managers. Managers need to understand the causes of their misguided practices. They need to become more aware of the damage they inflict, and the hollowness of the rationales they use to justify what they do. Company leaders, CEOs, and top-tier managers must become aware of how they have gone astray as a first step in implementing the truly beneficial management mentality that their companies, their managers and their employees require to succeed.