Managers come in all shapes, temperaments, and philosophies. In Kenya’s corporate corridors, you’ll find inspiring leaders who lift others, and others who make employees dread Mondays.
Understanding the types of managers you’re likely to meet can help you navigate the workplace more strategically, protect your sanity, and chart your career growth wisely.
1. The visionary coach: They are the gold standard of leadership – emotionally intelligent, empathetic, and results-oriented. Visionary coaches inspire teams, reward effort, and balance empathy with accountability. Their leadership style builds trust and commitment, not fear.
How to deal: Be authentic, open, and consistent. They appreciate integrity, effort, and commitment – and will invest in your growth. They mentor, don’t micromanage. With them, you grow and glow.
2. The manager from hell: They believe leadership is domination. Their meetings feel like disciplinary hearings – full of shouting, humiliation, and threats. They set unrealistic targets and have zero compassion. Employees under them suffer burnout, stress, and self-doubt. Yet they often survive through powerful networks or fear-based results. How to deal: Stay professional and factual. Document interactions, avoid confrontations, and protect your mental well-being. If toxicity becomes unbearable, exit strategically. They thrive on fear, but remember your sanity is not part of their KPI.
3. The macho commander: Mostly male, this type carries deep-seated gender bias. They belittle women’s opinions, gaslight female supervisors, and believe male dominance is natural. Some are bright but chauvinistic; others are plain insecure. They’re a workplace hazard.
How to deal: Maintain composure and professionalism. Use organisational policies to address bias and keep detailed records of interactions.
4. The preacher manager: They open meetings with prayers, quote scripture freely, and claim moral authority – yet their behaviour contradicts their faith. They gossip, undermine, and manipulate under the guise of spirituality, often aligning with powerful circles to protect their turf.
How to deal: Keep engagement strictly professional. Respect their beliefs but don’t confuse spirituality for integrity.
5. The office patriarch and matriarch: Typically, an older long serving employee. The good ones are nurturing, protective, and dependable. The toxic kind, however, are dismissive, rude, and threatened by younger, educated staff. They wield influence through fear or familiarity.
How to deal: Respect their experience but set firm boundaries. Engage respectfully without allowing intimidation. Every office has one, loved by some, feared by others.
6. The saboteur: This quiet disruptor thrives on undermining others and progress. They resist change, form cliques, and subtly delay work when reforms threaten their comfort zones. They often occupy mid-level roles and have mastered organisational politics for survival.
How to deal: Keep communication transparent, record agreements, and focus on facts. Don’t get drawn into their drama, consistency will expose them.
7. The ethnic crusader: They view leadership through tribal lenses. Promotions, team composition, and rewards revolve around ethnicity or regional allegiance. They poison workplace cohesion and sometimes manipulate senior management to protect their dominance.
How to deal: Stay focused on performance. Build alliances across diversity and document any discriminatory practices. Escalate if needed as silence only empowers them.
8. The lazy drifter: They avoid decisions, delay approvals, and conveniently ‘forget’ responsibilities. They rarely read reports and are quick to blame subordinates when things go wrong. Their indecision paralyses productivity.
Read: Working with managers who lack self-awareness
How to deal: Manage upward. Send concise updates, confirm discussions in writing, and plan for delays. Anticipate last-minute changes and protect yourself with documentation.
9. The entitled veteran: They’ve worked for decades and act like shareholders. Resistant to new ideas, they invoke ‘experience’ as a shield. Some are valuable repositories of knowledge; others simply block progress. Their power lies in nostalgia and informal influence.
How to deal: Acknowledge their contribution but assert your space respectfully. Involve them in transitions and make them feel valued without yielding to emotional blackmail.
10. The pretender leader: Charming, articulate, and politically connected – but shallow on delivery. They thrive on appearances and are experts in self-promotion. They take credit for others’ work and master the art of being visible without being impactful.
How to deal: Let your performance speak louder than their theatrics. Keep a record of your contributions and ensure your achievements are visible to decision-makers.
They shine in meetings but disappear when work starts.
11. The good but misunderstood manager: They stand for integrity, fairness, and accountability. Unfortunately, their insistence on doing things right makes them unpopular with mediocre teams and insecure peers. They often get isolated or sabotaged for being ‘too principled.’
How to deal: Support and learn from them. They’ll stretch you, but you’ll emerge stronger, wiser, and more professional.
Final thoughts
Kenyan workplaces mirror our society – diverse, vibrant, and sometimes chaotic. Behind every title lies a personality that shapes an organisation’s culture, morale, and productivity.
Some managers nurture; others destroy. Recognising who you’re dealing with helps you adapt intelligently rather than react emotionally.
Not every manager deserves your loyalty, but every experience with one offers a leadership lesson. Surviving the wrong manager often prepares you to become the right kind of leader tomorrow.