Google bad bosses, and most of what pops up are survival guides for employeeslike how to survive a bad boss, as if bad leadership is just another natural disaster we need to ride out. We shouldnt have to survive our day jobs. Leaders shouldnt be someone we brace for every morning. A boss should bring out your bestnot send your stress levels through the roof.But heres the paradox: Reforming bad bosses is tough, because they usually dont know theyre the problem. If they think theyre doing great while their team is quietly crumbling, how can we expect them to change?Why its hard to change a bad bossA theory called the Dunning-Kruger effect can help explain why its so hard to change a bad boss. The Dunning-Kruger effect is a cognitive blind spot where people with low ability overestimate their competence. The theory has its critics, but three decades of qualitative data and observations in hundreds of organizations back this up: The worst bosses often believe theyre crushing it, while employees are silently unraveling. Its not usually out of malice; its a lack of self-awareness. Honest feedback gets lost in the shuffle because people are too afraid to say whats really on their minds. Instead, they tell their boss what they think will keep them in their good gracesor out of their crosshairswhich only reinforces the bosss belief that theyre a rockstar leader.The impact of power Ed Catmull, the former President and co-founder of Pixar often said, The higher up you go, the more distorted the truth. Megan Reitzs research on speaking truth to power backs this up with something called advantage blindnessa phenomenon where people in power become oblivious to how their status intimidates others. When youre at the top, you stop noticing the subtle ways people treat you differently. You dont see how your words weigh more, or how your presence alone makes people hesitate to push back or offer real feedback.Then theres the disinhibiting effect of power. Studies from Dacher Keltner show that power can flip a switch in people, lowering their empathy and making them act more selfishly. This isnt about people suddenly becoming villainsits more like power brings out a version of themselves that isnt held back by social filters. Keltners research adds that if you marinate in power long enough, those disinhibiting effects can become permanent, eroding empathy over time.Bad leadership isnt always intentionalits often about blind spots and unchecked power. The question is, how do we start holding up the mirror and breaking the cycle? Because the only way to reform bad bosses is to help them see what theyve been missing.Check your assumptions with this QuizEven if you think youre doing great, here are a few ways to check your assumptions:Do you know what your direct reports are struggling with?What lights a fire under your teamdo you know what really motivates them?Whens the last time someone went toe-to-toe with you on something you feel strongly about?What do your people wish youd stopor startdoing?Make a list of the people at work who you mentor, lean on for advice, or trust with your secrets. Is this group of people diverse in terms of age, tenure, ethnicity, gender, function?Whens the last time you admitted to your team that you made a mistake?If you answered no or I dont know or dont recall to any of these, its a clear sign that theres room for improvementand thats where real leadership begins.Action you can takeGet to know your teamTake the time to truly understand your team. Good leadership isnt some cookie-cutter approach; its personal. Its about digging deep to find out what your people care about and what challenges theyre facing. So, roll up your sleeves and get to know thembecause when you invest in your team as individuals, youre setting the stage for genuine connection and collaboration.Invite disagreementIf no one is pushing back, thats not leadership. Thats a red flag. Youre either fostering fear or groupthink. Innovation thrives on disagreement, so encourage itlet people feel safe to challenge you. [examples]Get (real) feedback Assessing your own leadership effectiveness is harder than it seems. The higher you climb, the more filtered your feedback becomes. Leaders need to recognize that the more authority they have, the more likely people are distorting their perception of the truth. Those at the top are often insulated from real feedback, making it difficult to gauge whether theyre truly effective or simply surrounded by an echo chamber. Its easy to surround yourself with people who agree with youit feels good! But real growth happens when you step out of that comfort zone. Build a challenge network insteada group of people who will give you real, honest feedback, even when it stings.Get out of your echo chamber Bad bosses naturally favor people who look, think, and act like them. Whats the result? An echo chamber of agreement and reassurance. This isnt just detrimental to diversity and inclusion; its a recipe for stagnation. When no one around you challenges your ideas, you start to believe youre always right. When your view of reality is distorted, your competence takes a hit. You cant make sound decisions when youre surrounded by yes-people, and thats how the cycle of bad leadership keeps churning, unchecked.Admit MistakesOwning your mistakes doesnt make you weakit makes you credible. In fact, sharing your missteps builds psychological safety within your team, creating an environment where others feel comfortable doing the same. Research shows that leaders who admit when theyre wrong are seen as more competent. You cant grow if you cant face where youve slipped up, and fostering an open dialogue about errors encourages learning and improvement for everyone involved.We cant eradicate bad bosses entirely, but we can mitigate the damage by raising awareness of the science behind it. Bad bosses arent just an organizational nuisancetheyre a public health problem. The human toll is too great to ignore, and the bottom-line impact is too costly to dismiss.