Have you been witness to this event; your leader, your boss just lost his or her cool and went off into orbit yelling, screaming and bullying followers? Shock and amazement will typically consume followers as they witness or fall victim to the leader’s behavior. How can leaders revert to such negative behaviors, behaviors that you would quickly punish your child for engaging in? With children, a time out may be appropriate; have you ever said these words, “young lady/young man, you go to your room, think about your behavior, when you are ready to come back out and apologize and behave properly you can come out of your room. You are on a time out!” Yes, perhaps every parent has uttered those words. However, what about a leader someone that holds position and power? What do we do when leaders behave poorly, act out, yell and scream, rant and rave and act like a child? Of course, if it is a person with higher authority, subordinates options are limited and a “boss time out” is certainly not an option. The topic of bosses behaving badly is a very intriguing. Is there empirical evidence to understand this phenomenon? Wouldn’t it be liberating as a subordinate to have insight into this behavior, wouldn’t that be empowering? Insight into this phenomenon provides individuals (both leaders and followers) an understanding of why it happens and how to prevent it from happening in organizations. 
Fiedler’s Contingency Model provides insight into this poor leadership behavior. This behavior can be linked to stress, specifically bosses who are experiencing stress (Pennsylvania State University, 2012). The theory suggest that when leaders are placed in work place roles and situations in which they are not properly matched; they experience stress and their coping skills can cause the dreaded reversion to childlike behaviors (Pennsylvania State University, 2012). Both in prior and current work experience; the most common response I have heard from other co-workers while witnessing a leader in a full blown tantrum is, “they are in over their head”. Breaking that statement down further; a leader who is not matched properly to their job, to their role as a leader will experience an onset of stress, this stress builds as the leader experiences more job related pressures. Like a teapot on the stove some leaders can eventually blow their whistle. The contingency theory according to (Northouse, 2013), “… advocates that leaders engage in situational engineering, which means, in essence, changing situations to fit the leader” (p.129) In fact, this theory has derived the name Contingency Theory, “because it suggests that a leader’s effectiveness depends on how well the leader’s style fits the context” (Northouse, 2013, p.123) It critical for organizations to develop harmonious workplace environments for the health of the organization and for the health of its employees.
The year 2012 has brought to light a very serious problem in schools with children bullying other children. Because we are discussing leaders reverting to childlike behaviors it is appropriate to discuss the, “bullying boss”. This is not just a childhood problem, this occurs among adults and leaders can cause great emotional harm. A study conducted in Melbourne, Australia called the ACTU study determined that bullying bosses have detrimental effects on the workplace (Robinson, 2000). The study found according to (Robinson, 2000), “the main cause of workplace stress is overbearing and aggressive behavior towards employees by management” (p. 5). The study was able to further determine, 42 percent of workplace stress was a direct result of problems relating to difficult management. One in four of the workers in the past 12 months during the survey even called out sick from work just to get away from the stress (Robinson, 2000). Furthermore, doctors located at Queensland Division of General Practice mental health stated workplace bullying is now, “widely recognized by doctors as an important health issue.” Not only does this impact workers mental health this can impact the company’s bottom line. The study further determined, that businesses in the United Kingdom, “lost eleven billion dollars annually through sick pay, reduced productivity and missed deadlines” (Robinson, 2000, p. 5).
How can we reduce leaders reverting to less desirable behaviors? This must be done by first reducing overall stress levels of leaders. Fiedler’s Contingency Model suggests this can be done through situational favorability. That is, from the view point of the leader what makes them feel comfortable? Not surprising, this has to do with a feeling of control on the part of the leader (Pennsylvania State University, 2012). I have never witnessed a leader blow their lid when they felt everything was under control. Typically, it is when the organization is struggling with out of control situations; like missed deadlines, poor scheduling, high turnover rates, profit loss and when these areas of concern are directly related to the leader’s job duties to manage. By balancing Leader-member relations; the interactions between the leader and the follower, the overall environment, and the trust level a leader can improve their situation (Pennsylvania State University, 2012). The Contingency model further suggests that task structure, organization, having standardized methods of conducting business, providing leaders position power (the ability to reward or punish) can help leaders feel more in control (Pennsylvania State University, 2012). In conclusion, organizations should take a lesson from Fiedler’s Contingency Model and implement this theory to help their leaders. Followers look to their leaders for guidance, direction, stability and nothing can be more detrimental to that process then a bullying boss or a screaming, ranting and raving manager.
References
Northouse, P.G. (2013). Leadership: Theory and practice (6th ed.). Los Angeles, CA: Sage Publications, Inc.
(n.d.). Retrieved from http://4.bp.blogspot.com/_br0lUtRSmBQ/TPvdL1nYTyI/AAAAAAAAAHg/QFYc64axivA/s320/screaming-child-31.jpg
(n.d.). Retrieved from http://www.howdesign.com/wp-content/uploads/9-1_badboss.jpg
(n.d.). Retrieved from http://www.dicklincoln.com/wp-content/uploads/2009/12/Boss-Yelling.jpg
Pennsylvania State University. (2012). Lesson 6: Contingency and Path theories. Retrieved from: https://courses.worldcampus.psu.edu
Robinson, P. (2000, October 11). Bullying bosses ‘causing stress’. The Age (Melborn, Vic.). Retrieved from http://www.lexisnexis.com.ezaccess.libraries.psu.edu/hottopics/lnacademic/?verb=sr&csi=314239&sr=HLEAD(Bullying bosses `causing stress) and date is October 11, 2000