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Why Leadershits? Why not bad leaders?

They are one in the same. Leadershits deliver bad leadership.

The chances are that you have arrived at this page as a result of search terms such as:

  • My boss is terrible
  • How to deal with an awful boss
  • My boss is a bully
  • Examples of bad leadership
  • Signs of a bully boss
  • What makes a bad leader?
  • The Peter Principle
  • Or any of a myriad of terms to help find some answers or guidance on working with a bad boss.

We feel you; we’ve been there. Against that type of backdrop, we started compiling our own experiences, from which Leadershits was born.

We believe there are very few books that face the reality of leadership. The truth is, the business and political worlds are awash with poor leadership. The infrequently acknowledged, but always felt, leadershits of our world.

Despite what you may think...

It's not a typo!

Having landed here, we hazard a guess that you have had one of two thoughts:

  • Many people’s go-to response is ‘what an excellent typo; the proofreader ought to be shot.’
  • The second, and most frequently experienced, is ‘yes, that is exactly the sort of boss that I have now/had before.’

There are millions of leadershits out there. The maxim about never being more than 6′ from a rat is also applicable here.

Why though? Why do they prevail in this day and age? Surely to goodness, we must have found a way of weaning them out of professional life by now?

Nope. Sorry.

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What is a Leadershit?

How can I tell if I work with one?

You’ll know. Trust us.

They come in many guises, each with their quirks that qualify them for this book. We identified some ‘typical’ bad leaders to base our stories around to make it easier. Our terrible managers include:

  • The Bully Boss
    • Hurts, persecutes or intimidates others through their position/authority; deflective, and projects their failings on the team; aggressive.
  • The Arrogant Boss
    • Indulges own desires; tramples on others to get what they want; has or shows an exaggerated opinion of themselves; rude and conceited; demanding on others time, with little respect for their workload; doesn’t listen to others’ views.
  • The Blagger
    • Does not have the necessary skills, knowledge, or behaviours to lead; never admits to being wrong; adept at covering up; avoidant.
  • The Inconsistent Manager
    • Prone to change their views; easily influenced; wasteful of company resources; never completes tasks or objectives; hard work to manage; no sense of direction or clear vision; contradictory.
  • The Emotional Boss
    • Volatile, reactionary and easily upset. Displays manic highs and lows; unstable and exhausting to work for.
You know what they say about assumptions?

This isn't about chucking muck around.

Before you jump to the conclusion that this is a book about ‘muck slinging’, it isn’t. It is an acknowledgement of the working environment for the vast majority of us, either now, before or sadly for some of you, in the future.

There are countless books covering aspects of good leadership (some good/bad/average, and a few great ones, we have the whole gambit at our fingertips). Consequently, we can be situational, trait, transactional, transformational, authentic and level 5 leaders, to name a few (Hersey, P. & Blanchard 1977; Bass & Avolio 1994; George 2007; Collins 2001). Each of these creates a picture of ‘perfect leadership’. Yet, we don’t live or work in a perfect world.

We believe there are very few books that face the reality of leadership. The truth is, the business and political worlds are awash with poor leadership. The infrequently acknowledged, but always felt, leadershits of our world.

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Survive and Thrive.

Ready To Overcome Your Leadershit Experience?

Never waste an opportunity to learn from a bad leader.

We applaud anyone who picks up a book in an attempt to improve their leadership capabilities. In doing so, you are part of a select group, and regardless of how pragmatically you interpret those books, you deserve credit for your desire for self-improvement.

However, just picking up a book once in a while doesn’t make everyone a great storyteller, and, equally, reading a leadership book doesn’t make everyone a great leader. What it does do, though, is give the person a head start, a framework against which to measure themselves and hopefully provide a mechanism for self-reflection on their personal performance.

Ultimately, any form of personal development starts with self-reflection, so once again, we congratulate you for starting the journey.  But here is the rub: it’s a journey, not a destination. You will certainly make mistakes, you will frustrate others and yourself along the way, and you may even burn through a number of roles before you really identify your own leadership persona. Yet, along this journey, you will grow in confidence and competence by practising some or all (aim high!) of the principles in our book. Therefore, all this begs the question – what are you waiting for?

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