Running head: BULLIES DON’T MAKE THE BEST MANAGERS 1

Companies Have an Aha! Moment:

Bullies Don’t Make the Best Managers

Nicole M Almeida

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 BULLIES DON’T MAKE THE BEST MANAGERS 2

Why Bullies Do Not Make Good Managers

Misbehaving Managers Effect on Structure

Organizational structure establishes what the relationship between management and

subordinates is supposed to look like. When one or more people on the management team start to

abuse their authority it can cause insubordination, mistrust, lowered work performance, and a

high turnover of employees within the company. One theory as to why some companies tolerate

this kind of behavior is that “American managers believe the workplace is by nature rough

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around the edges” (Jones & George, 2016, pp. 303–305). Workplace harassment is not just about

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inappropriate sexual advances, it also includes bullying. “Workplace Bullying is repeated, health-

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harming mistreatment of one or more persons (the targets) by one or more perpetrators” (“The

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WBI Definition of Workplace Bullying,” 2019). This includes verbal abuse, humiliation, and

interference with others work performance.

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Misused Authority
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Trevor Edwards, Nike’s brand president, “had a reputation for humiliating subordinates in

meetings” (Jones & George, 2016, pp. 303–305), was let go after a company investigation into
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his behavior. In Edwards kind of environment people could be promoted because of the

relationship they have with their direct superior instead of the quality of their work. Inter-office
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relationships between management and subordinates was also tolerated, and if the relationship
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did not affect the career of those involved, it was thought to be normal behavior. This shows poor

judgment on all involved, particularly the upper management who allow it to continue. “And

when there are repercussions, the men received little if any punishment, while women often

faced consequences” (Jones & George, 2016, pp. 303–305). This sort of misuse of authority in

the workplace favors men over female employees and creates an environment ripe for bulling.

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 BULLIES DON’T MAKE THE BEST MANAGERS 3

Going Forward: How to Retain Talented Employees.

Building employee strength through team building activities, offering job flexibility, and

defining career paths could be great ways of retaining talented employees. However, with most

states not having anti-bulling laws, more companies are going to have to step up and implement

them in their organization. After Edwards, among others, was fired Nike CEO Mark Parker held

a town hall meeting where he stated that everyone at the company has a non-negotiable

obligation to be more respectful and inclusive of all their employees at all levels in the company,

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starting with himself (Jones & George, 2016, pp. 303–305). It looks like the company is trying to

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right the wrongs that have been allowed by creating a new narrative that is more on brand with

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todays #metoo climate.

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References

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 BULLIES DON’T MAKE THE BEST MANAGERS 4

Jones, G. R., & George, J. M. (2016). Contemporary Management (Eleventh, pp. 303–305). New

York: Mcgraw-Hill.

The WBI Definition of Workplace Bullying. (2019). Retrieved September 20, 2019, from

Workplacebullying.org website:

https://www.workplacebullying.org/individuals/problem/definition/

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 BULLIES DON’T MAKE THE BEST MANAGERS 5

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