Beta Managers In, Alpha Managers Out!

In English, those who run their companies as a “one-man authority,” without giving much decision-making power to others, are often referred to as “alpha bosses.” In Turkish, this translates as “alfa boss.” Before discussing the characteristics of the alpha boss and whether this leadership style is becoming outdated, I would like to give an example. The Oscar-winning film Whiplash also tells the story of a highly successful but “dictator-like” music teacher who treats his students in an authoritarian manner. The common view among both local and international sources, as well as the management consultants and academics I consulted while preparing this series of writings, is that the very qualities that make alpha bosses stand out also make them difficult people to work with. There is no doubt that alpha bosses are good managers, and they also possess a natural charisma.

However, their tendency to want to know and control everything, and to keep their knowledge to themselves without trusting their employees, is considered one of the negative traits of alpha leaders. For this reason, they tend to portray a profile that is far from participatory corporate governance. They express their criticisms directly and without restraint. They do not show much respect for others’ opinions. In order to succeed, they do not hesitate to behave in a dictatorial manner. As a result, they can become difficult bosses for employees to work with, lowering motivation and damaging self-confidence. These types of bosses have an inexhaustible energy. Another notable characteristic of this leadership profile is their low tolerance for employees who are highly influential or somewhat outspoken, even if they are talented. Especially in countries like Türkiye, where existing cultural codes create a suitable environment for such a structure, alpha leaders are more commonly seen among male bosses and in male-dominated industries. In Türkiye, they are commonly seen in sectors such as media, furniture, healthcare, industry, and football, where a male-dominated mindset is more prevalent. However, this does not mean that you will never encounter a female alpha leader; for example, Margaret Thatcher is one of the most well-known figures in the political arena. Alpha bosses were particularly widespread among Generation X (1965–1980). But times are changing. The “Generation Y” (1980–1999) has now come of age and entered corporate leadership. This generation tends to favor a more democratic management culture. The increasing number of managers and entrepreneurs from Generation Y raises the question: “Are alpha bosses, and the management style they bring with them, becoming outdated?”

The new term for Generation Y is “Beta Boss.” Generation Y is more mobile, younger, more inclined to use technology, and more globally integrated. Beta managers or bosses—who are more commonly seen in startups in fields such as the internet, technology, design, and industrial design, or in the Turkish operations of multinational companies—tend to develop a more participatory corporate culture. They do not believe that productivity or discipline can be achieved through dress code, and they place importance on employee happiness. In the companies they manage, they build a more horizontal hierarchy. As a result, they are generally well-liked by their employees and do not need to rely on intimidation to motivate them. Experts note that in Türkiye’s business world, as companies are transferred to second and third generations, management approaches are also changing, and these leaders tend to be well-educated, efficiency-oriented, and possess stronger interpersonal skills. In fact, the Beta Managers (Generation Y) they work with can’t put up with poor working conditions for very long either! In Türkiye, companies said to adopt a more “beta-style” management approach include Akkök Holding, Boyner Holding, and Borusan Holding. Among managers who are often cited as examples in this context are Murat Ülker and Ergun Özen.

Whereas in the past there were fewer sectors and less specialized activities, today there are far more specialized activities. This also prevents the “one-man” approach from taking hold in the workplace. Similarly, there is now a new definition of a boss: “Someone with a humble attitude, an open-door policy, who shares knowledge, and has fostered a sense of unity with their team.” As for the reason behind this change: “In the past, leadership qualities were sought only in top executives; today, leadership qualities are sought regardless of the position.” So even if your job is to guard the door as a security guard at the company, you still need to have a spirit of leadership. Leadership is now a part of every stage of professional life.

The message emphasizes the need to treat toxic leadership. It points to tendencies such as hoarding information, managing through fear, and lacking trust in employees except for a small inner circle. As a result of the fear they create, these types of bosses are unable to receive accurate feedback. Employees tend to sweep problems under the rug and are pushed into presenting overly optimistic “rosy” pictures to senior management.