Alpha Kappa Psi was founded on a simple but demanding conviction: principled leadership is not optional in business — it is foundational.

In 1904, our founders sought to elevate business into a respected profession at a time when favoritism and informal networks often determined opportunity. They believed merit, education, and character should outweigh cronyism and backroom advantage.

That belief was not merely moral; it was structural. Markets function best when participants trust the system itself. Trust depends on predictable rules, transparency in transactions, and accountability for misconduct.

The founders were aware of the business environment, illustrated by the decades of patronage and scandal that surrounded the New York Customs House, which was only a couple miles from the New York University campus. Although reforms took place in the early 20^th century, there remained questions about the political and economic power the Customs House wielded, including the former head of the Customs House, Chester A. Arthur, who became the 21^st president of the United States in 1881.

In AKPsi’s tradition and history, this discipline has been mentioned as “square dealing” — fairness, transparency, and honesty in action. Square dealing is not abstract idealism. It is economic infrastructure. It protects honest actors, strengthens institutions, and reinforces confidence in the marketplace.

In complex environments, incentives can reward speed, leverage, or short-term gain. Principled leadership resists those pressures and safeguards the systems that make innovation, opportunity, and growth possible.

That is why Alpha Kappa Psi develops principled business leaders — not simply to succeed within markets, but to strengthen the conditions that allow markets, organizations, and communities to thrive.

The relationship a person has with their manager or supervisor significantly influences how satisfied and engaged they are at work. Not getting along with your boss or feeling unsupported by them can be a considerable obstacle to your career growth and even harmful to your mental health.

The American Psychological Association found that 75% of Americans say their boss is “the most stressful part of their workday.” Another Gallup study found that one in two employees have left a job “to get away from their manager” at some point in their career.

You can’t fix a truly bad boss (nor should you have to). Fortunately, in most cases, managers just need a little guidance from you on how you prefer to work and be treated. So before throwing in the towel and leaving your team or company altogether, see if it’s possible to change the dynamics of your relationship for the better.

Read on for some constructive ways to handle different personalities, set boundaries, and help your boss understand what you need from them to thrive.