7 bad leadership patterns that drive good employees away, and how to fix them

Leadership plays a crucial role in shaping employee engagement and retention. Gallup research consistently reveals that managers bear the majority of responsibility for employee engagement levels. A skilled manager can create a meaningful work environment, while a poor manager can make work unbearable. However, the good news is that bad leadership isn't random; it follows identifiable patterns.

With self-awareness, leaders can recognize and rectify these patterns before their top talent begins to look for new opportunities. Over the course of my two-decade career coaching leaders, I have observed seven detrimental leadership behaviors that push good employees away. Here are the details:

1. Control over Trust: Micromanagement stems from a desire for control, often driven by fear of inadequacy or fear of reflecting poorly on the manager. Employees perceive this as a lack of confidence in their abilities. Exceptional leaders establish clear expectations and then allow employees the autonomy to solve problems and grow. They coach rather than constantly hover, fostering an environment of trust and independence.

2. Recognition Lacking in Downward Flow: Certain managers have a talent for attributing team successes primarily to themselves. Others neglect acknowledging the daily efforts that keep the business running smoothly. Neither approach cultivates employee loyalty. Employees may not expect a Starbucks gift card for every task, but they do expect their work to be acknowledged.

When leaders consistently recognize effort, celebrate achievements, and share credit for team successes, they foster a culture of value where employees feel recognized and appreciated.

3. Information as Power: Failing to share information and avoid difficult conversations can be a hallmark of bad leadership. They may shy away from challenging discussions, fail to explain decisions, or communicate only when necessary. This approach breeds uncertainty, speculation, and erodes trust. In an environment of constant change, employees can handle bad news, but they struggle with silence.

Transparent, honest communication reduces anxiety and fosters a sense of partnership, rather than treating employees as mere spectators.

4. Ego Overcoming Humility: A clear indicator of poor leadership is the inability to admit mistakes. Leaders driven by ego deflect blame, dismiss feedback, and surround themselves with people who rarely challenge their assumptions. Over time, innovation stalls as employees learn it's safer to remain silent rather than speak candidly. Humility is not a weakness; it is one of the greatest strengths a leader can possess. Acknowledging one's limitations creates a culture of continuous learning, collaboration, and trust.

5. Viewing Employees as Resources, Not Human Beings: When the sole focus is on productivity, employees may begin to feel like replaceable parts in a machine. The most effective leaders understand that sustainable performance begins with healthy, fulfilled individuals. They inquire about workload and workload-related burnout before performance issues arise.

They invest in growth and development rather than solely demanding results. They recognize that employees bring both their skills and their humanity to work every day. Employees do not perform at their best because they are efficiently managed; they perform at their best when they know someone genuinely cares about their success.

6. Avoiding Difficult Conversations: Purposefully avoiding conflict is a telltale sign of bad leadership. Over time, this behavior erodes relationships. Instead of providing timely feedback, poor leaders procrastinate on addressing sensitive issues, rely on email to handle delicate matters, or hope problems will resolve themselves.

Good leaders take a different approach. They address issues promptly, communicate directly, and engage in difficult conversations with empathy and respect. Trust flourishes when employees are aware of their status, even when the message is difficult to accept.

7. Prioritizing Personal Interests: This pattern underlies all the others. Some leaders view their role as advancing their own career, protecting their reputation, or maintaining authority. Others see leadership as a responsibility to enable others' success. Employees can discern the difference. The crucial question every leader should ask is not how can my team help me succeed? but how can I remove obstacles so my team can succeed? This mindset influences every subsequent decision. A summary:

The best employees do not leave due to a single bad event; they leave after experiencing months of behaviors signaling they are not trusted, respected, heard, or valued. The encouraging news is that the opposite is also true. When leaders demonstrate trust in their people, maintain open communication, recognize contributions, admit mistakes, and genuinely care about employee growth, they create workplaces where talented employees choose to stay and perform their best.

Leadership is not measured by the authority, power, or control one wields but by the number of people who flourish under their guidance. As Marcel Schwantes aptly states, leadership is about empowering others to thrive.