Questionable accounting practices aside, something has people riled up at work. They just seem more on edge these days. When I set out to discover what the issue might be, I found one of the biggest culprits: idiot bosses.

In a non-scientific poll I conducted, I asked the question: Have you become more frustrated and angry at work in the last year? Everyone who responded said "yes." Fifty percent said it was because their boss is an idiot.

The next three reasons people said they were more angry was because their co-workers frustrate them, they work too much or they feel out of control with little hope for the future.

People also said they get angry because their clients or customers drive them crazy or their company's expectations are unrealistic. But this was a smaller percentage.

Idiot bosses got the most votes. What does it take to qualify? Definitions of idiot bosses include: "One who doesn't have a clue as to how to do his job," said one worker.

"Not being able to solve problems when you come to them with issues, therefore making it impossible to do your job," explained a woman from Florida.

"Being insensitive to people around them," complained several people.

Examples of insensitivity are, "A boss who berates you in front of others to exert his own power," as described by an employee of a medium-sized company. "This guy comes into meetings and yells and screams and belittles you. You can't say anything to satisfy him."

There's also the insensitive boss who moaned about his million dollar plus loss at staff meetings and "how he will have to sell his summer home while all us workers are sitting there in our cubicles with little retirement fund left," explained another person.

One woman told me about her boss who subjected her staff to the daily details of her invitro process. "It was embarrassing. But what can you do? She's your boss. You'd think she'd know better."

But simply bestowing the title of supervisor, manager or owner on someone doesn't make them qualified to lead others. You need to work at being an effective boss-even take training.

Unfortunately, this is not a priority for some companies. They may even support bad behavior-as long as the manager is technically smart. One executive told me recently that he didn't give a darn if people liked one of his managers or not (someone employees were complaining about.) As long as the manager was getting results. What he doesn't realize is that when people aren't motivated, the results will most likely be short lived.

Other times, companies just don't understand what it takes to develop people to become good bosses and leaders. This includes stating clearly what kind of behavior-not just performance--is expected and giving sustained support. In many companies this isn't happening. If it was, bosses' behavior wouldn't be workers' biggest complaint.

People simply don't magically go from being marginal to excellent without help. "I have not yet witnessed a spontaneous recovery from incompetence," says Susan Scott, author of Fierce Conversations.

Instead of focusing on the people who run the day-to-day businesses, boards of directors are getting the attention. Now that all eyes are on board's legal liability, companies are looking at how to help directors and officers do their job better. Top corporate officials are getting lectures and training on business basics like accounting and finance.

What about the basics of being a good boss? What will it take to hold the managers and supervisors-the people who manage the day-to-day business of companies--to a higher standard?

© by Andrea Kay