Don’t put your boss on a pedestal — they’re just another hired worker like you.
Read the original article (in Japanese):
「有給を勝手に使われるとか理解できない」 退職代行68回の製造メーカー、辞めた20代女性のエピソード（1/2） | 就職・転職 ねとらぼ
Chapter 1: What Is a Boss’s Authority? — Its Legal Basis
Have you ever felt that “a boss’s orders are absolute”?
Legally, however, there is no such thing as “a boss’s authority” written into law. The foundation lies only in the employment contract and the company’s right to direct work, which is partially delegated to the boss.
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Labor Contract Act: The company holds the right to direct work; a boss merely acts as its agent.
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Civil Code (Delegation of Authority): Authority extends only to the scope of carrying out tasks.
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Labor Standards Law and Case Law: Insults or interference with private life are illegal.
In other words, a boss’s authority is nothing more than a role to manage work smoothly. It is not a license to control people.
Chapter 2: Why Are Bosses Misperceived as “Rulers”?
In practice, bosses often mistake themselves for rulers, and subordinates fall in line. This misconception is reinforced by Japanese organizational culture:
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Boss’s Misunderstandings: “My allowance means I’m more important.” / “The right to evaluate means the right to command.”
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Subordinates’ Beliefs: “If I resist, my evaluation will drop.” / “If I quit, I’ll be branded a traitor.”
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Cultural Backgrounds: Obedience to superiors, pseudo-family structures, and remnants of lifetime employment.
Together, these elements elevate hierarchy far beyond its contractual basis. Unless this misconception is dismantled, no workplace can truly be healthy.
Chapter 3: Employment Is a Bilateral Contract
One thing must not be forgotten: employment is a bilateral contract.
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Workers: The duty to provide labor.
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Companies: The duty to pay wages and provide a safe environment.
If either side fails, the contract collapses. Quitting is therefore a legitimate right.
Yet the attitude of “we are giving you a job” and the mindset of “we should be grateful” distort this balance, producing one-sided relationships. This distortion enables unjust practices—such as stolen vacation days and forced overtime—to persist.
Chapter 4: The Psychology of Silence — Lessons from the Milgram Experiment
Why do so many people follow unreasonable orders? The answer lies in the Milgram Experiment.
When told to administer electric shocks by an authority figure, most participants obeyed—even when they felt it was wrong.
Japanese workplaces mirror this:
“It’s the boss’s order.” “It’s the company’s command.” Workers abandon their own judgment and remain silent. That silence prolongs the survival of black companies more than anything else.
Chapter 5: Western Counterparts — Balancing Reprimand and Resistance
Western workplaces also have reprimands. But the crucial difference is that workers can and do exercise their rights to rebut, negotiate, or strike.
| Country | Boss’s Reprimand | Workers’ Response | Characteristic |
|---|---|---|---|
| USA | Harsh on results | Lawsuits, resignations | Contract-based system |
| France | Often emotional | Strikes, protests | Strong unions |
| Germany | Rational critique | Works councils | Institutional balance |
| Japan | Emotional scolding lingers | Silence, obedience | Hierarchy glorified |
The problem isn’t reprimand itself. The problem is a structure where counter-arguments are suppressed.
Chapter 6: Neither Company Nor Boss Is Absolute
As long as people think “I cannot resist” or “I cannot quit,” nothing will change.
Courage to voice the truth comes only from not viewing bosses as absolute.
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If the boss or company is unreasonable, demand improvement.
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If nothing changes, you have the right to quit.
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If your quitting harms the company, that is a failure of management—not your fault.
Quitting is not betrayal. It is simply the termination of a contract. And leaving behind a company that refuses to improve is a rational decision.
Chapter 7: Breaking the Illusion of Control
Japanese workplaces are thick with conformity pressures: “If you quit, you’re selfish.” “If you speak out, you cause trouble.”
But none of these are obligations.
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Your boss is just another employee under contract.
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There are countless companies; work is not limited to one place.
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If the situation is intolerable, quitting is simply contract termination.
As long as workers think “this is my only option,” they are exploited. But once they think “I can always leave,” they can speak freely and stop enduring the unbearable.
This shift in awareness drives natural weeding out of unhealthy companies.
Conclusion: Turning the Cycle of Healthy Weeding Out
A boss’s authority is only about coordinating work—never about ruling people.
The illusion of boss-as-ruler persists because bosses misunderstand their role and workers surrender to silence.
When workers see clearly, exploitative companies will face natural weeding out.
This is not a tragedy. It is a cycle that keeps society healthy and balanced.
Read in Japanese↓
管理職は”業務管理の役目”であり、”部下を支配する権限”ではない（2025.9.29）
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