Traits of a Toxic Manager — and How to Tackle Such Bosses Without Losing Your Confidence
- Dr Amrit Karmarkar
- 3 days ago
- 3 min read
“Why do capable employees slowly become disengaged, silent, or resigned?”In most cases, the answer isn’t workload or compensation—it’s toxic leadership.
A toxic manager doesn’t always shout or abuse. In fact, some are technically brilliant and results-driven. The toxicity lies in how they lead, influence, and control people.
Understanding these traits—and knowing how to respond—can be the difference between career stagnation and sustained growth.
1. Micromanagement Disguised as High Performance Orientation
Toxic managers often justify excessive control by saying, “I am accountable, so I must be involved.”In reality, they struggle to trust others.
They:
Demand constant updates
Redo work instead of coaching
Interfere in minor decisions
What it does to employees: People stop thinking independently. Initiative, ownership, and innovation gradually disappear. High performers feel suffocated; average performers become dependent.
How to tackle it:
Proactively share structured updates before being asked
Agree upfront on decision boundaries
Ask clarifying questions like: “What level of autonomy are you comfortable with here?”
2. Credit Appropriation and Blame Distribution
One of the clearest signs of toxicity is selective ownership. Success is projected as individual leadership brilliance, while failures are conveniently team shortcomings.
They:
Speak in “I” during appreciation
Use “they” during review discussions
Avoid accountability in front of seniors
What it does to employees: Trust erodes. People stop going the extra mile when effort is invisible and risk is personal.
How to tackle it:
Keep written records of deliverables and contributions
Share progress transparently with stakeholders
Use neutral language: “As discussed earlier, this approach was aligned with our plan.”
3. Public Criticism, Private Silence
Toxic managers believe public criticism “keeps people on their toes. ”Unfortunately, it does the opposite.
They:
Call out mistakes in meetings
Correct tone before content
Rarely appreciate in public or private
What it does to employees: Psychological safety disappears. People play safe, avoid discussions, and stop sharing ideas.
How to tackle it:
Request feedback in one-on-one settings
After public criticism, follow up privately with facts
Avoid emotional reactions—stick to data and outcomes
4. Inconsistent Expectations and Shifting Goalposts
Today’s approval becomes tomorrow’s mistake. Priorities change without context, and accountability remains one-sided.
What it does to employees: Employees remain in constant alert mode, second-guessing decisions and overworking to “stay safe.”
How to tackle it:
Seek written confirmation on priorities
Summarize discussions via follow-up emails
Ask explicitly: “Has the priority changed from what we discussed earlier?”
5. Leadership Through Fear, Not Clarity
Some managers rely on fear because it delivers short-term results. They push deadlines through intimidation, comparisons, or subtle threats.
What it does to employees: Stress, burnout, and disengagement. Compliance replaces commitment.
How to tackle it:
Separate urgency from panic
Respond calmly with timelines and dependencies
Protect your emotional energy—fear thrives on reaction
6. Lack of Empathy and Emotional Intelligence
Personal challenges, workload issues, or developmental needs are often dismissed as excuses.
They:
Don’t listen actively
Minimize concerns
Avoid coaching conversations
What it does to employees: Employees disengage emotionally long before they resign physically.
How to tackle it:
Keep discussions objective and impact-oriented
Avoid oversharing personal struggles
Seek mentors or leaders who balance empathy with expectations
7. Creating Dependency Instead of Capability
A toxic manager wants to remain indispensable.
They:
Withhold information
Discourage cross-functional visibility
Block exposure to seniors
What it does to employees: Growth slows down. Confidence erodes. Career progression stalls.
How to tackle it:
Build skills that are visible and transferable
Network beyond your reporting line
Volunteer for cross-functional or organizational projects
When Should You Escalate or Exit?
If toxicity starts impacting:
Mental health
Personal values
Professional credibility
…it’s time to pause and evaluate.
Escalation should be:
Fact-based
Pattern-oriented (not emotional)
Aligned with organizational values
And sometimes, the bravest decision is to walk away with dignity.
Final Reflection
Not every demanding manager is toxic. But consistent patterns of control, fear, disrespect, and credit imbalance are warning signs.
Great leaders:
Build people
Create clarity
Encourage ownership
Toxic leaders:
Control people
Create fear
Drain potential
Your talent deserves an environment where it can grow—not just survive.
Have you faced toxic leadership in your career? What helped you cope or move forward? Let’s normalise conversations around healthy leadership.
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