Nobody sets out to become that boss. You know the one. The reason people cry in parking lots, refresh job listings on lunch breaks, or trade horror stories over dinner with friends. And yet, even well-meaning leaders can veer off course, especially when the ego gets a seat at the leadership table.
Ego doesn’t always look like yelling or slamming doors. It’s often subtler: the unreturned emails, the decisions made in a vacuum, the performative praise. And while these habits may feel justified or even strategic in the moment, they quietly unravel the very thing every leader needs to succeed—trust.
Here are five ego-fueled decisions that might be branding you as the “worst boss ever” without you realizing it.
1. Taking Credit (Even Just a Little)
You didn’t flat-out lie. You just… left out a few names. You presented the work as a “team win” when everyone knew it was one person’s brainchild. Or maybe you accepted public praise without redirecting the spotlight. It seems harmless. After all, you approved the idea. You gave them the chance.
But here’s the truth: when your team notices you harvesting credit for their labor, trust evaporates. Fast. Employees stop sharing bold ideas. They keep the best parts of themselves guarded. Why give their all if you’ll wear their success like a badge?
Leadership isn’t about being the smartest person in the room. It’s about making sure the smartest voices in the room are heard and properly credited.
2. Ignoring Feedback Because You “Know Better”
You’ve been in the industry for years. You’ve seen trends come and go. So when a direct report suggests a different strategy or voices discomfort with a process, it’s easy to brush them off. But here’s the gut check: Is it experience speaking or ego?
When you dismiss feedback reflexively, especially from younger or less experienced employees, you send a clear message: Your voice doesn’t matter here. That’s how innovation dies. That’s how talent walks out the door.
Great bosses know when to stand firm and when to listen deeply. Sometimes, the best move isn’t defending your decisions but opening yourself up to change.
3. Micromanaging Under the Guise of “High Standards”
You tell yourself it’s about excellence. You want things done right. But if you’re hovering over every draft, rewriting emails, or redoing someone’s work without giving them a chance to fix it first, what you’re doing isn’t leading. It’s controlling.
Micromanagement isn’t a personality quirk. It’s an ego-driven habit rooted in fear—fear that others might not perform as well as you, or worse, that they’ll outperform you. And guess what? They should. Your job as a leader isn’t to be the best at everything. It’s to build a team where people thrive and take ownership. If they stumble, coach them. If they shine, celebrate them. But let them own their work. Micromanagers don’t grow teams. They shrink them.
4. Making Every Decision Behind Closed Doors
There’s a kind of power high that comes from making big moves without input. Announcing surprise changes. Dropping restructures or new expectations with no warning. It feels decisive. Leader-like. But when decisions affect people’s roles, workloads, or goals (and they weren’t consulted), it doesn’t feel bold. It feels like a betrayal.
Employees don’t need to vote on every choice. But they do need transparency. They deserve the courtesy of being looped in on decisions that shape their day-to-day. Otherwise, you become the boss who blindsides, not the one who builds trust. The ego seeks to control. Leadership seeks collaboration.
5. Weaponizing Praise or Silence
Ever give a compliment just to keep someone in line? Or withhold it to humble someone who’s getting “too confident”? It’s a classic ego move: using recognition as a tool of manipulation. Praise becomes a leash. Silence becomes punishment.
When employees can’t trust the authenticity of your feedback, they stop looking for it and stop caring about meeting your expectations. That’s how disengagement begins. Recognition shouldn’t be a mind game. It should be timely, specific, and freely given. It should build people up, not box them in. Ask yourself: Is your praise about their growth or about your control?
Being the Boss People Want to Follow
There’s no perfect leader. But the difference between a “bad boss” and a respected one often comes down to one thing: ego awareness. When you lead from humility, you invite trust. You create space for talent, creativity, and growth, not just in your team but in yourself.
So, if any of these habits sound familiar, take heart. They’re not fatal flaws. They’re red flags, and red flags are just signals that something needs attention. Fixing them doesn’t make you weak. It makes you worth following.
Have you ever worked under a boss who let their ego get in the way? What did you wish they had done differently?
Read More:
13 Micro-Manager Habits Quietly Pushing Your Best People Out the Door
8 Manager Mistakes That Make Talented Employees Job-Hunt by Lunchtime
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