“Having a good manager is a blessing.” It’s a simple truth but a powerful one. A good manager is often the backbone of a productive team, a healthy workplace culture, and sustained business success. While workload and company culture do play a role, it’s often leadership styles in management that makes or breaks the employee experience.
This sentiment was recently echoed by Mamaearth co-founder Ghazal Alagh in a LinkedIn post where she shared, “Employees don’t leave companies, they leave managers.” Across industries and roles, this statement continues to resonate across industries. Great talent rarely walks away because of the work itself or the company’s mission. More often, it’s the everyday experience with their manager that determines whether they stay, grow, or move on.
And the data supports it. According to LinkedIn’s latest Workforce Confidence survey, seven in ten U.S. professionals say they would leave a job due to a bad manager, a clear reminder that effective leadership isn’t just important, it’s critical to employee retention.
So where do things go wrong? What are the leadership blind spots in management behavior that quietly drive top performers away? Let’s take a closer look.
Micromanager: Control Freak or Leader?
Micromanagement is one of the quickest ways to drive top talent out the door. It happens when managers try to control every aspect of their team’s work, from small tasks to major decisions. While the intent may be to ensure quality or meet deadlines, the effect of micromanagement is usually the opposite. It leads to reduced productivity, lower morale, and a breakdown of trust between employees and their manager. People begin to feel trapped, undervalued, and incapable of making decisions on their own, ultimately pushing them to disengage or leave.
Some common signs of a micromanager include:
- Constantly monitoring employees
- Demanding frequent status updates—sometimes hourly
- Prioritizing control over actual results
- Expecting continuous check-ins
- Restricting autonomy and decision-making
Try this: To avoid falling into the micromanagement trap, start with honest, open conversations. Encourage employees to share how they’re feeling and express their readiness to take on more responsibility. This creates a foundation for trust, an essential step toward giving them the autonomy they need to thrive.
The Unsupportive Manager
Having an unsupportive manager can make work feel overwhelming and even unmanageable. This kind of leadership often shows up in subtle but damaging ways, like ignoring career aspirations, dismissing personal challenges that affect work, or overlooking (and sometimes even causing) employee burnout. When managers fail to offer support or show empathy, it not only hinders individual growth but can also demotivate the entire team and create a culture of disengagement.
Try this: Always be willing to support your employees when they need help, and make sure they have clear instructions about what’s expected of them. Clarity and approachability go a long way in building trust and accountability.
The Credit Hogger
Are you dealing with a manager who takes credit for projects you’ve worked on for weeks? It’s not just frustrating but it is also demoralizing. While some may see it as strong leadership, the truth is, taking credit for others’ efforts reflects poor management. It sends the message that recognition is reserved for a select few, regardless of who actually did the work.
With time, this kind of behavior impacts creativity, breaks down trust, and drains motivation. After all, why go the extra mile when someone else is going to take the spotlight? It’s no surprise that employees often start to disengage or leave altogether.
Try this: Build a culture where credit is shared fairly and openly. Recognize contributions publicly, be specific about who did what, and celebrate team wins together. When people feel appreciated, they’re more likely to stay engaged and give their best.
The One Who Talks More, Listens Less
If your manager doesn’t listen to their employees, working with them can quickly become challenging. Strong manager-employee communication is the foundation of a healthy and effective working relationship, especially for new hires, who rely heavily on guidance and input to navigate how things work within the company. But when a manager consistently talks over others or ignores input, it sends the message that employee voices don’t matter. Over time, this damages trust, leaves people feeling unheard, and weakens the manager’s ability to lead with impact.
Try this: Create space for open communication and make a genuine effort to listen to your employees’ concerns. See them as individuals, not just job titles. Taking the time to understand their interests and what matters to them can build stronger connections and often encourages more open, two-way dialogue.
The “Could Be Better” Manager
Working under a manager who’s never satisfied can be exhausting. No matter how hard you work or how well you deliver, there always seems to be something to criticize. Over time, talented employees begin to feel stuck in a no-win situation. They dread going to work, not because they can’t do the job but because their efforts go unnoticed and unappreciated.
This constant pressure can wear people down. They stop speaking up, stop going the extra mile, and eventually start looking for opportunities elsewhere.
Try This: Set clear expectations through open communication. When employees understand what’s expected and feel genuinely recognized for their efforts, they’re more likely to stay motivated, engaged, and committed.
Final Thoughts
These were some of the most common examples of poor management behavior that can not only drive top talent away but also undermine your credibility as a leader. Remember, your behavior sets the tone for your team. When managers fail to communicate effectively, show empathy, or offer support, it impacts morale, engagement, and overall productivity. On the other hand, self-aware and people-centric leadership encourages trust, loyalty, and long-term success, for both individuals and the organization as a whole.