Search for the term "bad bosses" online and you might be shocked at the results. One survey reveals two in ten people say a manager has hurt their career; another states one in five workers have a bad boss; a third, as covered by Forbes studied the impact of bad bosses and found that a shocking "77% of employees experienced physical symptoms of stress from bad bosses."
Why do so many companies lack the team of leaders they envision, despite the time and resources they invest in leadership development programs? MIT Sloan Senior Lecturer Douglas Ready and Jay A. Conger, Professor of Organizational Behavior at London Business School, have studied leadership efforts at more than a dozen international companies over the last two decades, trying to answer that very question
In the MIT Sloan Management Review article, "Why Leadership Development Efforts Fail," Ready and Conger reveal that most of these efforts are to no avail because of clear patterns of behavior that cause repeated failures and breakdowns over time. They also share and how IBM—one of the companies they worked with—cured these behaviors to create a leadership program that achieves results.