McQuiston was hired to work on a four-person team that was moving one hospital's registration, billing and accounts-receivable system in-house. The team was led by a former PC technician who'd moved quickly up the ranks based on his technology prowess. McQuiston was eager to please his new boss. "I'd been out of work six months, so I was totally elated to have a job and would have done anything for that guy for the simple fact that he hired me," he recalls.

But that was easier said than done. It quickly became apparent that McQuiston's manager was distrustful of the hospital's intentions and paranoid that his newfound power wouldn't last. "Everyone he dealt with he didn't trust," McQuiston says. The boss withdrew and began concealing information from the very people he should have been forming relationships with, including the outsourcing partner, the CIO and the vendor involved in the project.

The situation soured further when McQuiston -- who had 17 years of experience in health care -- became the go-to guy for answering tough systems questions, leaving the manager even further out of the loop. "He turned inward and wasn't doing much management at all," he remembers.

Looking back, McQuiston sees his former manager as a classic example of a specific type of bad boss: the overgrown technologist who gets rewarded for brilliant technical work by being promoted to a position for which he's not qualified. Nearly anyone who has worked in IT is familiar with this all-too-common scenario of a technologically brilliant boss with no management skills. Unfortunately, this is just one of many bad manager scenarios in IT.

Very few people make good managers if they're promoted for the wrong reasons, says Paul Glen, author of Leading Geeks (Josey Bass, 2002), president of C2 Consulting in Los Angeles and a Computerworld columnist. Criteria such as technical capabilities or a domineering personality may lead to managerial positions more often than, say, a desire to help other people. "A good manager finds satisfaction in helping others be productive, not being the most productive person in the room," Glen says.