How AI can turn the stereotypical bad manager to a great one!

Managers are bad / Leaders are good debate

'Boss' and 'manager', are terms that usually don't have a great reputation associated with them. There has been a massive movement to rebrand the 'wicked manager' into a 'benevolent leader'. It is hard to escape zombie LinkedIn (dead but not dead) posts about how leaders are good and managers are bad, make the circles everyday, with thousands of 'likes' and 'loves'.

The notion of a 'bad boss', the unempathetic manager, a figure distant from their team's needs, prioritizing bottom-line results over human connection has persisted for a few decades now. This image, often synonymous with a lack of concern for employee well-being, has cast a shadow over the essence of effective people leadership. Despite attempts at reform, many contemporary solutions have yielded mixed outcomes, failing to dispel this prevailing perception.

The origins of this traditional management archetype trace back through a legacy of hierarchical structures and productivity-focused paradigms. A really long handover from the days of industrialization of workforce. Managers were expected to be assertive, detached decision-makers, relegating empathy and personal connection to secondary roles. The corporate landscape was shaped by an emphasis on targets and outputs, often sidelining the human aspects of leadership.

Efforts to transform managerial styles and enhance employee satisfaction have encountered obstacles. Initiatives like workshops and training programs, while well-intended, often fall short in addressing systemic issues. The time-consuming burden of administrative tasks and mindless process adherence consume managers' bandwidth, limiting their capacity for genuine engagement and mentorship. As a result, the gap between the ideal empathetic leader and the practical constraints of managerial duties persists.

AI could finally rescue the 'bad manager' for once

While the fear is real - of AI being able to do certain types of jobs, particularly process-based tasks, much better then human, it could also be a transformative force for 'people managers' aka bosses, freeing them to actually do a lot more of why they were hired or placed in the first place - to support of employees and team members. The integration of AI-powered tools promises to liberate managers from repetitive, time-consuming tasks. Automation of administrative duties, data analysis, and scheduling provides breathing space for leaders to focus on what truly matters: the human connection within their teams.

By relieving managers of mundane responsibilities, AI creates room for nurturing empathy, fostering individual growth, and investing quality time in team members. This shift allows for deeper engagement, personalized mentorship, and a greater understanding of employees' needs, driving a culture of trust and support.

Redesigning Managerial Roles

However, this is less of a technological paradigm shift, rather a philosophical one. The key lies not only in leveraging AI but also in redefining managerial roles, how HR in organizations can lead the way to recalibrate job descriptions to prioritize people-centric skills—empathy, emotional intelligence, and mentorship. The new breed of people managers emerges as coaches, facilitators, and empathetic leaders who inspire, guide, and empower their teams.

Success in this redefined landscape necessitates a multifaceted approach. Robust re-skilling and re-training programs should equip managers with emotional intelligence tools. Performance and promotion evaluations should shift towards assessing human-centric skills. Companies must foster a supportive environment, encouraging experimentation and learning.

Thriving in the Redesigned Workplace

This entails adapting to a more collaborative, empathetic work culture. Managers need organizational backing to transition seamlessly into their new roles, while companies must embrace a culture valuing both technological innovation and human connection.

In the AI era, the convergence of technology and humanity can redefine the essence of leadership. AI enabled tools can liberate 'bad' managers from administrative shackles, creating opportunities for genuine human connection with their team members. However, HR must lead the conversations and seek to redesign people-manager role from being 'performance centered' towards being centered on empathy, mentorship and leadership —one that balances technological advancement with the timeless essence of humanity. This integration can pave the way for a workplace where both employees and organizations thrive. ...and finally the 'bad manager' is transformed!