Dean Baltiansky

They get the response that they thought they would get.

It's usually a negative one.

And that reinforces their worldview.

And that kind of leads them down the same path of competitive behavior.

Yeah, I think there's so generally, like this isn't this specific project, but generally the field thinks of the other kind of boss as like leading by virtue.

So like instead of leading by threats,

You sort of lead with your skills or your respect and you try to garner that from your employees or your followers.

And then they might be more motivated to do it.

So like broadly, there's like these two kinds of leaders.

Those who lead by virtue and those who lead by threats, coercion.

Sometimes they do.

I mean, it really depends on the company and the culture, but some companies value that, you know.

You could probably think of maybe a manager you had in the past or someone who was just being an a**hole.

And they may have gotten reward for that.

I don't know.

Do you have any story of like a manager that...

And did that change your worldview?

How would you say that impacted how you saw the world or maybe how you saw the specific workplace you worked for?

If that boss kind of just kept their job, maybe got rewarded for it?

Yeah, so I think in one of our studies in this package, we tested sort of a potential intervention.