A recent post on the popular subreddit Indian Workplace has sparked intense debate about the leadership style of Indian managers. The author of the post expressed concern that professionals from India, when placed in managerial roles, are often disliked not only within the country but also abroad. According to the writer, many Indian managers continue to carry forward a mentality rooted in overworking employees and emphasizing control rather than innovation or efficiency.
The post further mentioned that similar criticism is rarely directed toward managers of other Asian origins, such as Japanese, Korean, or Vietnamese professionals. While some isolated complaints exist about managers from these nations, they are seldom generalized at the same scale as Indian managers.
Drawing on personal experience, the author compared two past supervisors—a Korean manager who was relaxed and approachable and an Indian team lead who displayed a degree of ego but was still more tolerable than others with harsher reputations. This led the writer to question whether Indian managers consciously replicate problematic practices overseas or if it stems from their training and cultural background.
Reactions from Fellow Reddit Users
The post quickly drew strong responses from other community members, many of whom echoed similar frustrations. One commenter argued that Indian managers are often seen as rigid, miserly, and unnecessarily harsh when placed in authority. Another shared how they fought persistently to transfer from an Indian supervisor to an American one, describing the former as arrogant and oppressive.
"They're stereotypically ignorant, tight-fisted, and abusive. They're miserable slave drivers when given any authority..." said one.
"A feudalistic mindset. I am your God syndrome. Insecure and shallow..." commented another.
Several users added that these managers frequently disguise their actions as being “for the client’s benefit” but in reality exploit subordinates for personal recognition. Many employees reported situations where simple requests for leave were met with hostility or outright denial, with managers reacting dramatically or lashing out rather than engaging in dialogue. Others highlighted the tendency of such managers to block access, discourage open communication, and treat escalation as a direct personal insult. Taking credit for others’ work and reducing performance-based salary hikes were also common grievances.
Instances of Unfair Practices
One employee narrated how they were recruited as an analyst but forced into sensitive proxy voting tasks far beyond their original role description. When they struggled, the manager resorted to verbal abuse. During the pandemic, after falling ill and requesting medical leave, this individual was terminated within a month of joining.
In another workplace, a seemingly stable environment deteriorated when a new Indian team lead introduced questionable rules. These included fabricated HR policies not officially recognized by the human resources department, arbitrary reassignment of responsibilities, and shifting blame for errors onto juniors. Attendance rules were manipulated so that missing one mandatory office day could result in a full week of leave without pay, yet employees were still expected to complete tasks. Further restrictions, such as a requirement that overall team attendance never dip below 95% and bans on multiple people taking leave during festivals, created significant stress and contributed to higher attrition rates. Favoritism in approving holidays only deepened employee dissatisfaction.
Root Causes of Negative Perceptions
Beyond individual anecdotes, some participants in the discussion tried to understand why this stereotype exists. A few suggested that many Indian-origin managers still follow outdated notions of success, where visibility and subservience to higher authorities are valued more than results. Practices such as arriving before the boss and leaving after them, rather than focusing on creativity and output, are seen as ways to “impress” superiors. This, they argued, trickles into global workplaces where such behaviors clash with more balanced management cultures.
Others pointed out that these criticisms might also stem from deeper social and cultural tensions. For many Indians who move abroad, success is measured by financial achievement, and large numbers have managed to excel economically in countries like the United States. According to one commenter, this often breeds resentment among debt-laden locals, who may perceive Indian professionals as overly dominant.
Another explanation given was the lack of cultural adaptation. Many Indians continue to hold on to their own customs, practices, and styles of management without blending into the organizational or national culture of their new environment. This makes them stand out, sometimes creating a perception of being insular or unwilling to adapt. One example likened it to a community of Gujarati or Marwari business owners dominating the economy of a city in Kerala while strictly maintaining their own traditions without engaging with local culture. Such separation, they argued, naturally fosters resentment.
A Complex Picture
While harsh criticism was plentiful, a few users noted that it would be unfair to generalize every Indian manager under the same label. Some professionals from India do succeed in building positive, approachable, and fair work cultures abroad. However, the recurring complaints—ranging from ego-driven decisions and lack of empathy to arbitrary policies and exploitation—suggest that there is at least some truth to the stereotype.
What emerges from the discussion is a complicated image. On one side are personal accounts of toxic workplace practices and authoritarian behavior, while on the other lies the possibility that broader socio-cultural factors and workplace insecurities may amplify these perceptions. Whether through systemic changes in managerial training or greater emphasis on empathy and adaptability, many believe there is an urgent need to reshape how Indian professionals approach leadership roles—both at home and overseas.
The post further mentioned that similar criticism is rarely directed toward managers of other Asian origins, such as Japanese, Korean, or Vietnamese professionals. While some isolated complaints exist about managers from these nations, they are seldom generalized at the same scale as Indian managers.
Drawing on personal experience, the author compared two past supervisors—a Korean manager who was relaxed and approachable and an Indian team lead who displayed a degree of ego but was still more tolerable than others with harsher reputations. This led the writer to question whether Indian managers consciously replicate problematic practices overseas or if it stems from their training and cultural background.
Reactions from Fellow Reddit Users
The post quickly drew strong responses from other community members, many of whom echoed similar frustrations. One commenter argued that Indian managers are often seen as rigid, miserly, and unnecessarily harsh when placed in authority. Another shared how they fought persistently to transfer from an Indian supervisor to an American one, describing the former as arrogant and oppressive.
"They're stereotypically ignorant, tight-fisted, and abusive. They're miserable slave drivers when given any authority..." said one.
"A feudalistic mindset. I am your God syndrome. Insecure and shallow..." commented another.
Several users added that these managers frequently disguise their actions as being “for the client’s benefit” but in reality exploit subordinates for personal recognition. Many employees reported situations where simple requests for leave were met with hostility or outright denial, with managers reacting dramatically or lashing out rather than engaging in dialogue. Others highlighted the tendency of such managers to block access, discourage open communication, and treat escalation as a direct personal insult. Taking credit for others’ work and reducing performance-based salary hikes were also common grievances.
Instances of Unfair Practices
One employee narrated how they were recruited as an analyst but forced into sensitive proxy voting tasks far beyond their original role description. When they struggled, the manager resorted to verbal abuse. During the pandemic, after falling ill and requesting medical leave, this individual was terminated within a month of joining.
In another workplace, a seemingly stable environment deteriorated when a new Indian team lead introduced questionable rules. These included fabricated HR policies not officially recognized by the human resources department, arbitrary reassignment of responsibilities, and shifting blame for errors onto juniors. Attendance rules were manipulated so that missing one mandatory office day could result in a full week of leave without pay, yet employees were still expected to complete tasks. Further restrictions, such as a requirement that overall team attendance never dip below 95% and bans on multiple people taking leave during festivals, created significant stress and contributed to higher attrition rates. Favoritism in approving holidays only deepened employee dissatisfaction.
Root Causes of Negative Perceptions
Beyond individual anecdotes, some participants in the discussion tried to understand why this stereotype exists. A few suggested that many Indian-origin managers still follow outdated notions of success, where visibility and subservience to higher authorities are valued more than results. Practices such as arriving before the boss and leaving after them, rather than focusing on creativity and output, are seen as ways to “impress” superiors. This, they argued, trickles into global workplaces where such behaviors clash with more balanced management cultures.
Others pointed out that these criticisms might also stem from deeper social and cultural tensions. For many Indians who move abroad, success is measured by financial achievement, and large numbers have managed to excel economically in countries like the United States. According to one commenter, this often breeds resentment among debt-laden locals, who may perceive Indian professionals as overly dominant.
Another explanation given was the lack of cultural adaptation. Many Indians continue to hold on to their own customs, practices, and styles of management without blending into the organizational or national culture of their new environment. This makes them stand out, sometimes creating a perception of being insular or unwilling to adapt. One example likened it to a community of Gujarati or Marwari business owners dominating the economy of a city in Kerala while strictly maintaining their own traditions without engaging with local culture. Such separation, they argued, naturally fosters resentment.
A Complex Picture
While harsh criticism was plentiful, a few users noted that it would be unfair to generalize every Indian manager under the same label. Some professionals from India do succeed in building positive, approachable, and fair work cultures abroad. However, the recurring complaints—ranging from ego-driven decisions and lack of empathy to arbitrary policies and exploitation—suggest that there is at least some truth to the stereotype.
What emerges from the discussion is a complicated image. On one side are personal accounts of toxic workplace practices and authoritarian behavior, while on the other lies the possibility that broader socio-cultural factors and workplace insecurities may amplify these perceptions. Whether through systemic changes in managerial training or greater emphasis on empathy and adaptability, many believe there is an urgent need to reshape how Indian professionals approach leadership roles—both at home and overseas.
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