When Your Manager Becomes a One Man Team with an Ego Problem
A Blind post reveals frustrations with a skip-level manager who dominates coding tasks and takes disproportionate credit, fostering tension within the team. The skip arrives early, works solo without breaks, and dismisses team contributions, leading to feelings of underappreciation among colleagues. While his technical skills are not questioned, his toxic leadership style has sparked conflict and discontent. The post highlights challenges in managing credit stealing boss behavior and navigating workplace ego among leadership. This scenario raises questions about effective team management and balance between individual contribution and collaborative leadership.
Comments are polarized: some empathize with the difficulties of leadership roles, acknowledging that managers face criticism regardless of approach. Others criticize the skip's behavior as inappropriate for a manager, emphasizing that leadership roles should focus on team coordination rather than solo coding. Debate also emerged over whether coding by a manager is acceptable or indicates poor management. The conversation reflects broader dissatisfaction with toxic leadership and the complexities of team dynamics under a manager with ego problem.
This post touches on wider issues of workplace ego and toxic leadership in tech, where managers may either micromanage or overextend themselves as one man teams, creating team conflict. It also raises concerns about credit stealing boss behavior and its impact on employee morale and retention. Furthermore, it invites discussion on proper management practices, balance of responsibilities in technical roles, and how hiring or promoting managers with strong egos can influence organizational culture and productivity.
// The Desk Poll
How should teams handle a manager who acts as a one man team and steals credit?
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