Managers, no less than other people, have personality quirks. Little things they do on occasion drive their subordinates “up the wall.” In the main, however, subordinates tolerate their manager’s quirks because for the most part the manager’s style is acceptable and for many subordinates it is much more than that. But what happens to subordinates when a manager seems to be all quirks, when there is no in-between?
A version of this article appeared in the July 1979 issue of Harvard Business Review.
