Many Kenyan workers find themselves trapped under a supervisor whose behaviour makes every Monday feel like a punishment. Psychologist Leanne ten Brinke has studied what researchers call the dark triad — a cluster of personality traits combining narcissism, Machiavellianism, and psychopathy — and her findings offer a practical framework for employees trying to decide whether to endure or exit. The answer, it turns out, depends less on the boss and more on the conditions around you.
The first thing to check is whether your organisation has clear, written policies that are enforced consistently. Toxic bosses thrive in ambiguity; documented rules close the gaps they exploit. A workplace with enforceable codes of conduct gives an employee genuine protection, because a supervisor cannot easily bend what is already in black and white.
Next, look honestly at your team. A unified group of colleagues creates a natural buffer against a manipulative manager. When staff members stand together, supervisors face real professional consequences for their behaviour. This solidarity matters — not just as moral support, but as a strategic deterrent that limits how far a bad boss can push.
That solidarity must go beyond workplace friendships, however. Colleagues who are genuinely on your side will document incidents alongside you, volunteer as witnesses, and report misconduct through the organisation’s official channels. A team that only offers sympathy over tea but disappears when formal action is needed is not the protective network ten Brinke’s research describes.
Your own documentation is equally critical. Maintain a detailed weekly log of troubling incidents, and whenever your boss makes a questionable request, follow up immediately in writing. A simple confirmation email — “Please allow me to confirm that you have requested me to do action 1, action 2…” — creates a paper trail that can prove invaluable if the situation escalates to HR or beyond.
Finally, and perhaps most importantly, monitor your personal wellbeing. If the stress of the job is spilling into your home life and affecting your mental health, that is a serious red flag. As ten Brinke’s research makes plain: no job is worth mental health abuse. A toxic workplace that costs you your peace of mind outside the office has already crossed a line no salary should justify.
Ten Brinke is clear that waiting for a toxic boss to reform is rarely a productive strategy; without strong personal motivation to change, these individuals almost never do. The objective is containment, not transformation. If the five conditions above — clear rules, team cohesion, active colleague support, thorough documentation, and maintained personal wellbeing — cannot all be met, then leaving is the healthier and wiser path. Workers curious about their own personality tendencies can take a free assessment at openpsychometrics.org.
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