Excerpt from the article:
More than a decade has passed, but Mary Mawritz can still hear metal-tipped tassels flapping against leather loafers—the signature sound of her boss roaming the halls of his real estate company. “Whenever I heard that jingling, I would get sick to my stomach because I knew he was approaching,” she says. Her boss had another characteristic sound: Yelling, and a lot of it. He would berate her in front of the whole office and threaten to fire her immediately if she didn’t keep up with his never-ending barrage of deadlines and demands.
Mawritz would go home at night with a splitting headache and a lot of questions: Why did he act like that? Why did he think it was OK to treat people that way? Lots of workers have asked themselves similar questions, but Mawritz has made a career of it. Now a business management researcher at Drexel University’s LeBow College of Business in Philadelphia, she’s one of many experts who are using insights from psychology and business management to tackle the phenomenon of bad bosses, a stubbornly persistent problem that continues to drive people out of promising careers, hurt companies’ bottom lines, and ruin a lot of otherwise decent days.
Through interviews, surveys and on-the-job observations, scholars are building their case against toxic bosses and putting the worst offenders on notice. They say that if more companies knew how to prevent breakdowns in leadership, if more bosses realized that yelling and bullying aren’t ways to get ahead, and if more employees knew how to deal with the jerks above them, workplaces everywhere would be saner and more productive places and fewer people would get sick at the sound of shoes.