Interpersonal Communication- A Mindful Approach to Relationships, 2020a

ensure that the targets of the bully have a safe and secure place to work. Don’t be surprised if this person
decides to bully upward, or attempt to bully their supervisor.
The Different Other
The fourth common problem subordinate is the different other. Just like the two previous versions of
“difference” discussed for bosses and coworkers, the different other is a subordinate who is perceived
as distinctly different from their supervisor. One thing we know from years of management research is
that people who are perceived as different from their supervisors are less likely to enjoy protective and
mentoring relationships with their supervisors. As such, when a supervisor views someone as a “different
other,” they may engage in subconscious discriminatory behavior towards their subordinate.
The Incompetent Renegade
Finally, we have the incompetent renegade. This individual tends to be ethically incompetent and views
themself as above the law within the organization. This individual may view themself as better than
the organization to begin with, which causes a lot of problems around the office. However, instead of
accomplishing their work, this person is more likely to take credit for others’ work. If this subordinate
is allowed to keep behaving in this manner, they will be viewed by others as running the place. For this
reason, subordinates need to immediately initiate counseling to stop the behavior and build a case for
termination if the behavior does not cease.
Key Takeaways
• Workplace deviance involves the voluntary behavior of organizational members
that violates significant organizational norms and practices or threatens the
wellbeing of the organization and its members.
• Janie Harden Fritz has categorized six types of problematic bosses: different, okay
good old boy/girl, toxic, self-centered taskmaster, and intrusive harasser. First,
the different boss is someone a subordinate sees as distractingly different from
them as a person. Second, the good old boy/girl boss considers the “old ways
of doing things” as best—even when they’re problematic. Third, the okay boss is
okay and average in just about every way possible, coasting towards retirement.
Fourth, the toxic boss is seen as unethical, obnoxious, and unprofessional by
their subordinates. Fifth, the self-centered taskmaster is entirely concerned with
completing tasks with no concern for developing relationships with their followers.
Lastly, the intrusive harasser boss tends to be highly interfering and often wants to
get caught up in their subordinates’ personal and professional lives.
• Janie Harden Fritz categorized eight types of problematic coworkers: adolescent
(wants to be the center of attention and get nothing done), the bully (is overly
demanding of their peers and takes credit for their work), the mild annoyance
(engages in disruptive behaviors regularly but not to a drastic degree), the
independent self-promoter (likes to toot their own horn), the pushy the playboy or
playgirl (pushes people into doing things for them), independent other (perceived
as distinctly different from their coworkers), the soap opera star (loves to gossip
and be in the middle of all of the workplace drama), and the abrasive, incompetent
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Interpersonal Communication