Purpose – When subordinates are asked what kind of manager they prefer, the answers are virtually the same. Subordinates have a different focus than managers, as the latter focus on organisational goal attainment. The purpose of this paper is to pinpoint the consequences of the subordinates' leadership preferences for organisational performance.

Design/methodology/approach – This paper draws conclusions based on previous research and empirical data collected to illustrate the likely outcome of subordinates having the managers they prefer.

Findings – Subordinates favour the type of manager who has a relationship oriented style of leadership, and who is predominantly motivated by affiliation. Additionally, subordinates appear to prefer a servant leader to be their boss. Research has shown that relationship oriented and affiliation motivated managers, as well as servant leaders are detrimental to organisational effectiveness.

Research limitations/implications – The data refer only to Swedish samples of private and public managers regarding leadership styles and motivation profiles. Data have not yet been published on the occurrence of popular managers and the prevalence of servant leaders.

Practical implications – Both managers and subordinates need to acknowledge the conflicting issues in management. The manager that the subordinates want is precisely what they should not get.

Originality/value – This paper supplies theoretical as well as empirical arguments needed to warn organisations against having managers whose behaviour is preferred by subordinates, but also impedes organisational effectiveness.