Why Your Boss is Programmed to Be a Dictator – Chetan Dhruve

If you have ever sat through a soul-crushing meeting, biting your tongue as your boss delivers yet another decree that defies logic, you might have wondered, “Why is my boss such a dictator?” Chetan Dhruve’s book, Why Your Boss is Programmed to Be a Dictator, is here to answer that question – and it is not what you might expect. Rather than focusing on the individual quirks or personalities of bad managers, Dhruve dives looks deep into the structural and psychological aspects of corporate hierarchies that turn well-meaning people into tyrants.

With a blend of wit, solid research, and relatable examples, Dhruve dissects the very nature of power in the workplace. He argues that it is not your boss’s personality that is the problem, but the system that grants them unchecked authority. His premise is both simple and revolutionary: the traditional corporate structure is inherently dictatorial, designed to suppress dissent and maintain control, regardless of the impact on innovation, morale, or productivity. Let us explore the key themes of this thought-provoking book, peppered with some real-world scenarios that might hit uncomfortably close to home.

The Dictatorial Blueprint of Corporate Structures

Dhruve’s central thesis is that corporate structures are not unlike political dictatorships. In both systems, a single individual (the CEO or boss) holds all the power, and everyone else is expected to follow orders without question. He points out that this hierarchical setup is deeply flawed because it is inherently undemocratic and stifles creativity and initiative.

One of the most compelling examples Dhruve provides is the story of a successful tech company that, despite its innovative products, suffered from a toxic work culture. The CEO, believing that he knew what was best for the company, made all the decisions unilaterally. Employees, afraid of contradicting him, stopped offering new ideas. The company, once a beacon of innovation, began to stagnate. This scenario mirrors the experiences of many workers who feel their creativity and passion wither under micro-management and inflexible leadership.

In a democratic setup, decisions are made through dialogue and debate, ensuring that the best ideas, rather than the most senior person’s ideas, come to the fore. Dhruve contrasts this with the corporate model, where decisions are often based on the whims of the person in power, not on the collective wisdom of the team. The result? A workplace where sycophancy is rewarded, and genuine talent is often overlooked.

The Psychology of Power: Why Good People Become Bad Bosses

Dhruve delves into the psychological changes that occur when individuals are given absolute power over others. Drawing from the infamous Stanford Prison Experiment, he explains how ordinary people can turn into authoritarian figures simply because the system allows – and even expects – them to. The experiment, where college students assigned to play the role of prison guards quickly became abusive, shows how power can corrupt anyone, not just those predisposed to cruelty or control.

This phenomenon is evident in many workplaces. Take the case of Tunde, a friendly and approachable manager who transformed into a demanding and dismissive boss after a promotion. His new role came with increased authority and pressure to deliver results, which, combined with the isolation that often accompanies leadership positions, altered his behavior. He became more concerned with asserting his authority than with maintaining the collaborative atmosphere that had defined his previous team. Dhruve’s book suggests that Tunde’s transformation was not due to a change in character but to the demands and pressures of a system that rewarded authoritarianism over empathy.

The Consequences of Dictatorial Leadership

The impact of dictatorial leadership extends far beyond the immediate discomfort of employees. Dhruve points out that it can lead to disastrous consequences for the organization as a whole. When dissent is suppressed and decisions are made unilaterally, companies miss out on valuable insights and ideas from their employees. This not only affects morale but also the company’s ability to innovate and adapt to changing markets.

A prime example of this is the collapse of major corporations like Blockbuster and Kodak. Both companies had opportunities to innovate and stay relevant but failed because their leadership did not listen to dissenting voices within their organizations. Blockbuster dismissed the potential of streaming services, while Kodak ignored digital photography, even though employees had flagged these as important trends. Dhruve argues that these failures were not due to lack of foresight but a corporate structure that discouraged open discussion and penalized those who challenged the status quo.

The Path to Change: Rethinking Corporate Culture

So, what is the solution? Dhruve suggests that the answer lies in rethinking how organizations are structured and how power is distributed. He advocates for more democratic workplaces where employees have a voice in decision-making processes. This could mean implementing flat organizational structures, encouraging open dialogue, and creating systems where feedback flows in all directions – not just from the top down.

For instance, a tech startup in Lagos restructured its management system after experiencing high turnover and low morale. They adopted a more collaborative approach, allowing teams to make decisions independently and reducing the layers of approval required for new projects. The result was a more engaged workforce, higher productivity, and a surge of innovative ideas that helped the company gain a competitive edge in a challenging market.

Dhruve’s vision might seem utopian to those steeped in traditional corporate culture, but his arguments are persuasive. He makes a compelling case that the future of work lies in empowering employees rather than controlling them, in collaboration rather than command, and in democracy rather than dictatorship.

“Do you have a bad boss or have you had a bad boss? If you haven’t chances are, sadly, you will have one in the future. Bosses induce anything from nervousness and anxiety to fear and absolute terror. But why do bosses behave badly? Why do apparently assertive and intelligent people bow down to bad bosses? To solve the problem of bad bosses, conventional books tell you how to deal with a bad boss, or how to become a better boss yourself. But this new book makes the radical argument that bosses behave the way they do because of something outside of them. Similarly, something outside of you makes you behave submissively towards your bosses.” – Chetan Dhruve

Conclusion

Why Your Boss is Programmed to Be a Dictator is more than just a critique of bad bosses; it is a call to re-imagine the way we think about leadership and power in the workplace. Dhruve’s insights are both eye-opening and unsettling, challenging us to question the systems we have long accepted as the norm. His use of real-world examples, psychological studies, and relatable stories make the book not just informative but deeply engaging.

If you have ever wondered why your workplace feels more like a fiefdom than a community, this book is a must-read. It is a powerful reminder that while individuals may struggle to change their bosses, we can – and should – strive to change the structures that turn good people into dictators. For anyone interested in leadership, organizational behavior, or simply understanding why their boss acts the way they do, Dhruve’s work is a thought-provoking and essential read.

In a world where innovation and employee well-being are becoming critical to business success, Why Your Boss is Programmed to Be a Dictator offers a revolutionary perspective that could reshape how we work and lead in the future. It is a book that will leave you questioning the status quo – and maybe even inspire you to challenge it.

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Contributed by Agolo Eugene Uzorka, Eugene + George Consulting Limited (www.eugenegeorgeconsulting.com)