Most people get stuck on the career ladder just because they lack the skills to effectively manage their boss. For those experiencing a career lag despite having the necessary skills to be successful, you need to review your relationship with your boss. If they know it’s not friendly, then they urgently need to do something about it. And I have provided solution in this interrogatively titled text “Is Your Boss Difficult?”
It is written by Richard Dare Ajiboye, a human resources professional who holds a Higher National Diploma (HND) from Federal Polytechnic, Ado Ekiti, Ekiti State; Postgraduate Diploma from the Nigerian Institute of Journalism, Lagos, Lagos State and MBA from Ambrose Alli University, Ekpoma, Edo State, all in Nigeria.
Ajiboye is an Associate Member of the Chartered Institute of Personnel Management of Nigeria. An inspirational speaker, the author is Assistant General Secretary, Corporate Affairs of the Bible Society of Nigeria.
Note that background information about the book is embedded in chapter one.
Structurally, this text is segmented into ten chapters. As has already been said, the introduction constitutes chapter one of the text. In this chapter, the author, through a random survey carried out in mid-2006 in some companies in Nigeria, offers an aggregation of subordinates’ opinions on who is a boss, based on the relationship between them and their bosses.
According to one respondent, “A boss is a person of authority in a workplace or situation. He or she is responsible for actions taken in a department or organization. My relationship with my previous and current bosses has been cordial, and This has helped shape my corporate life.”
Another respondent said, “Usually my current boss is an autocrat. He throws paper at me when I do something wrong, yells, swears, and kicks me out of his office. He likes to ask questions even when I’m expected to talk to him.” me… The only option to get out of the pressure from him would be to seek a transfer or change my job.”
According to Ajiboye, it’s pretty obvious that if more people were allowed to express their views, they would still revolve around positive or negative comments about who is a boss and the relationships that exist between them and their bosses.
The author adds that the obvious is that individuals have described their relationships with their bosses and who is a boss from their personal background. Ajiboye asks if any of the negative respondents’ views describe their relationship with their current boss, emphasizing that if that is the case, all hope is not lost.
The author says that it is easy to manage subordinates by virtue of the power and authority that a leader has. Ajiboye educates that the boss has the carrot that dangles from him for good performance and the stick that he uses when subordinates fail to comply with organizational or work norms.
He explains that most people are good at managing their subordinates, although sometimes there are problems doing so due to human complexities. Managing the boss is often more problematic because the influence in this case can only be persuasive and not directive, says Ajiboye.
He adds that the boss reserves the right to yield or not to the persuasion of subordinates. Ajiboye advises that if you are aware of the simple fact that your boss’s success is yours in a way, you will do everything you can to succeed.
Chapter two builds on the topic of types of bumps. According to the author here, just as human beings are different in personality, so are bosses from each other. He explains that no two people have exactly the same personality traits. Such differences, however small, would make a big difference in relationships, perception, decision-making and problem-solving approaches, adds Ajiboye.
In his words, “You can make a serious mistake comparing your boss to others or to any of your former bosses. He is a completely different and unique person. The sooner you realize this and treat him accordingly, the better. The Secret to have success”. in any relationship, even in the workplace, is the ability to understand and appreciate the differences between people”.
The different types of bosses identified by Ajiboye are the autocratic/achievement-oriented boss; people-oriented boss; laissez-faire boss and situational boss. This author says that an autocratic/achievement-oriented boss is one who is result-driven and doesn’t care how results are achieved, especially since he has a dictatorial bent.
As for a people-oriented boss, Ajiboye educates that this type of boss, although interested in obtaining results, is mainly concerned with the well-being of the staff and is democratic in nature and aware of collective commitment or teamwork.
According to the author, a laissez-faire boss is indifferent in his style of doing things and often sees his subordinates as technocrats who should know what to do at any given moment. As for a situational boss, Ajiboye educates that this is a complete person in the leadership of subordinates. The author highlights that a situational boss is a combination of the three types of bosses mentioned above and leads according to the situation, the person and the time.
In chapters three through six, Ajiboye analytically analyzes concepts such as the functions of an executive; how to understand your boss; managing the relationship with your boss and the skills required to manage your boss.
Chapter seven is titled “Tips for Managing Yourself.” According to the author here, it’s pretty obvious that successfully managing your boss starts with how well you can manage yourself. The author adds that it will be absolutely difficult for a person who lacks the proper qualities to manage himself, to properly manage another person.
He says that most of the leadership problems that have been experienced are not unconnected with the fact that people who are not mature enough to manage themselves, for one wrong reason or another, are forced to manage others.
Ajiboye emphasizes that to be a good manager, you must be able to plan your days and activities; be calm under pressure; develop yourself; maintain good health and minimize your expectations of people.
In chapters eight through ten, he discusses tips for managing your boss; why your boss might be tough and conclusion on how to achieve an effective relationship with people.
Stylistically, this text is on the top rung of the ladder. For example, the language of the text is standard and is embellished with good word order and precise diction. The concepts also reflect a high level of primary and secondary forms of inquiry, as well as a logical presentation.
To reinforce readers’ understanding and constantly remind them of the text’s thematic direction, Ajiboye employs a paraphrasing technique to achieve conceptual reaffirmation. In addition, the interrogative mode of the title creates suspense, easily arouses and maintains the interest of the readers, while the exterior design of the cover reinforces the title.
However, some punctuation and interpretation errors are noted in the text, eg “Managing Director, Human Resources, Cadbury Nigeria Plc” (page 28), instead of “Managing Director, Human Resources, Cadbury Nigeria Plc”; “He is the AGS – Corporate Affairs of the BSN” (page 28), instead of “He is the Assistant General Secretary, Corporate Affairs of the Bible Society of Nigeria”, etc.
In general, this text is a specimen of a high level of intellectual interface, reflecting the perfect combination of human resource management and motivational forms of discourse. It is a must read for all subordinates, managers, CEOs, entrepreneurs, and organizations who value business success and harmony.