There’s a particular breed of toxic leader that seems to thrive in operations departments. These leaders mistake authority for leadership and confuse control for competence. From the top down, they give the appearance of success because they control the narrative for their groups, supported by charts full of quantifiable data showing how great they’re doing.
Operations groups are particularly susceptible to this type of leader because they encompass some of the most measurable aspects of IT: infrastructure operations, support functions, and data center buildouts.
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