By Senyo M ADJABENG
Navigating a challenging relationship with a difficult boss is a common but often precarious task in any career. In my experience, and from this part of the world, I think the phenomenon is so common especially since I have not worked with a ‘good boss’, except one, in my over 2 decades career.
Employees may feel trapped between preserving their mental well-being and the need to maintain their employment. If a difficult boss creates a persistently toxic environment, employees might eventually reach a breaking point.
This can lead to scenarios where the employee feels compelled to resign—a situation that potentially falls under constructive dismissal, which can occur when an employer’s actions make the working environment intolerable for the employee.
However, resigning due to difficult working conditions is not always the most beneficial route for the employee. Instead, managing the situation constructively can improve the workplace environment, preserve one’s position, and, if necessary, build a well-documented case for constructive dismissal.
This article explores key strategies for handling a difficult boss while staying aware of your rights and risks in such scenarios.
The saying “employees don’t leave organizations, they leave managers” is widely cited in workplace discussions, often underscoring the role of direct managers in employee satisfaction and retention. Studies show that a strained or unsupportive manager-employee relationship is one of the top factors influencing an employee’s decision to leave an organization.
Gallup’s long-standing research on employee engagement has repeatedly found that managers account for up to 70% of variance in employee engagement across business units. In other words, the direct relationship with one’s manager can be a stronger determinant of engagement, and ultimately retention, than broader organizational factors (Gallup, 2015).
A 2021 study published in Frontiers in Psychology examined how supportive leadership behaviours directly influence employees’ job satisfaction and commitment. The study found that managers who show empathy, encourage development, and communicate openly tend to retain employees, as these behaviours increase job satisfaction, commitment, and loyalty (Li et al., 2021). Research also indicates that managerial behaviour can either mitigate or exacerbate workplace stress and burnout.
A survey published in the Journal of Occupational Health Psychology found that employees with unsupportive or overly demanding managers were more prone to job dissatisfaction and burnout, both of which are precursors to turnover (Schaufeli & Bakker, 2004). This supports the notion that employees leave poor managerial relationships, not the job itself.
Exit interviews often confirm that employees cite poor management as a reason for leaving. A survey from the Society for Human Resource Management (SHRM) noted that nearly 60% of employees who quit reported that they left due to a negative relationship with their supervisor (SHRM, 2019). This reflects the reality that management quality directly affects an employee’s intent to stay or leave.
While manager-employee relationships are crucial, other factors such as company culture, compensation, growth opportunities, and work-life balance also play key roles in employee retention. Therefore, while many employees may indeed leave due to poor managerial relationships, it’s an oversimplification to assume that managers alone drive turnover.
Academic research generally supports the notion that managers play a pivotal role in employee retention. Ultimately, fostering supportive management practices can significantly improve retention, as well-supported employees are more likely to stay engaged and committed to their roles.
Understanding Constructive Dismissal
Constructive dismissal, in legal terms, occurs when an employer’s behaviour or workplace conditions are so unreasonable that the employee is left with no choice but to resign. In many jurisdictions, employees may be able to pursue claims of constructive dismissal if they can demonstrate that the workplace has become fundamentally hostile or unbearable due to their employer’s conduct.
This can include cases where an employer unreasonably changes the employee’s job role, cuts pay, transfers unreasonably, or consistently subjects them to harassment, bullying, or humiliation.
While it’s important to know the legal options surrounding constructive dismissal, handling the issue directly with effective strategies can often lead to a more satisfactory resolution. One of the most important things to do when dealing with a difficult boss is to document interactions and incidents.
This documentation can help establish a clear record of events if a constructive dismissal claim becomes necessary. Keep a record of instances where the boss’s behaviour might be considered unreasonable, abusive, or unfair. Documentation can include electronic or written record of any communications, notes from in-person conversations or meetings or copies of any sudden job changes or unreasonable tasks assigned.
Although it may feel challenging to communicate openly with a difficult boss, approaching them with clarity and empathy can sometimes help in shifting their behaviour. Attempt to clarify misunderstandings and address conflicts in a non-confrontational way. For instance, use “I” statements to describe how certain actions affect your performance or morale. Frame feedback constructively, showing how improvements could benefit both you and the team.
This approach can help defuse confrontations and foster understanding. Research shows that empathy can often lead to a more cooperative working environment, even with difficult supervisors (Goleman, 2005).
If your boss tends to set unrealistic expectations or regularly infringes upon your personal time, establishing boundaries is crucial. Politely but assertively communicate what you can and cannot accommodate.
This might mean declining to answer emails after hours, being honest about deadlines you can reasonably meet, clearly defining roles and responsibilities during team meetings. Boundaries can help prevent burnout and protect your mental health while making your boss aware of realistic expectations (Brown, 2018).
Reaching out to Human Resources or trusted colleagues can offer a valuable perspective on your situation and potential steps for resolution. HR might be able to mediate or provide tools and support to improve the dynamic with your boss. Having witnesses or allies in the workplace can also strengthen your position if you decide to file a complaint or pursue a constructive dismissal claim.
Remember that HR’s primary role is often to protect the company, so approach conversations with HR carefully, ensuring your concerns are professional, clear, and well-documented (Heathfield, 2022).
If the situation does not improve despite your efforts, understanding your legal options is essential. Many employees are unaware of their rights regarding constructive dismissal, which can include the tight to reasonable accommodation, the right to a safe work environment free of bullying or harassment and protection against unfair job changes that undermine the role you agreed to when hired.
Consulting with a labour consultant or attorney or workplace advocate can help you assess if and when you might have grounds for a constructive dismissal claim.
Winning the Battle: Focus on Positivity and Professional Growth
Taking control of your professional journey in difficult situations involves both resilience and adaptability. Strive to continue delivering your best performance, regardless of the circumstances. Document your successes, set personal goals, and seek growth outside of work if possible. Not only does this approach help maintain your self-esteem, but it also strengthens your resume should you decide to seek a healthier workplace.
Navigating the challenges of a difficult boss while staying aware of constructive dismissal risks requires a delicate balance. While pursuing a constructive dismissal claim is an option, it’s often more effective to exhaust avenues for resolution first.
Employees who employ these techniques; documenting incidents, communicating empathetically, setting boundaries, and seeking support, are likely to protect their own well-being while fostering a healthier work environment. And in cases where a constructive dismissal claim is
justified, a well-documented, professional approach can be instrumental in winning such a case. By balancing effective techniques and knowing your legal options, you can successfully navigate a challenging work environment and achieve positive results, whether within your current role or in a new opportunity.
References
- Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.
- Goleman, D. (2005). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam.
- Heathfield, S. M. (2022). “How to Document Employee Issues to Avoid Legal Problems.” The Balance Careers.
