A Research On Toxic Leadership

Toxic leadership and climate defines the critical leadership problem within 4th ABCT. In conjunction, a lack of care for Soldiers and their families, favoritism, SHARP issues, and hazing have caused a unit to lose all trust in the previous Command Team. To combat these issues I will develop and implement my vision and a way ahead for the BCT using the 7 Step Model. Furthermore, I will focus on specific portions of the Rocket Model, Organizational Culture “Iceberg”, and correcting the Five Dysfunctions of a Team to solve the problem.

Colin Powell suggests, "Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership" The U.S. Military overseas operations may defend and solve certain problems but, the troops overseas could be in more danger there than in the United States. Overseas military for the United States, use resources that could be used with greater importance in the United States, they deal with different conspiracies, and although the military is a defense department it fights wars that will solve the situation not begin problems.

Dysfunctional leadership is an interesting topic to discuss due to the various styles of dysfunctional behavior witnessed in the workplace. Interestingly, some leaders exemplify their dysfunction with hostility, outbursts, and tantrums. Unfortunately, all of these behaviors can be offensive and disheartening to some employees, as they try to understand the behavior. As a result, followers suffer from sadness and depression in their careers. Sadly, some employees decide to suffer in silence and deal with the toxic work environment. In my opinion, dysfunctional behaviors should be addressed, in an effort to end the negative interactions and give support to the leader and followers.

Since Tavanti (2011) indicated that toxic leadership is becoming common reality in many organizations there should be efforts made to reduce the likelihood of destructive leaders as it impacts employee performance, commitment and job satisfaction (Lipman-Blumen, 2005). Therefore, the behavior and performance of leaders should be monitored and evaluated to ensure that they participate with follower and that their interactions would result in a healthy work environment. If the behavior is not monitored by HR administration (Vega and Comer, 2005), the combination of bulling and leadership can be toxic for employees and the organization (Tavanti, 2011).

Leaders are considered toxic when they promote a culture of division and fail to listen or work on employee concerns. It is important to distinguish between bad leaders and toxic leaders where the effect of the leader having on followers will determine this fact. Whereas, toxic leaders have long lasting psychological and physical effects on followers (Pelletier, 2010), and it can range from managerial incompetence to genocide (Ashforth, 1994; Reed, 2004; Lipman-Blumen, 2005c). Toxic leadership causes harm to employees and negatively impacts organizational success (Ashforth, 1994; Tipper, 2007; Kusy & Holloway,

Kusy, M., & Holloway, E. (2010). Toxic Workplace!: Managing toxic personalities and Their Systems of Power. Hoboken, NJ, USA: Jossey-Bass.

Toxic, bad, abusive, destructive, incompetent, and unethical all introduce the vocabulary of toxic leadership. This makes any discussion of the subject confusing and limited by the ongoing debate about what does and does not constitute the construct of toxic leadership. Certainly, the differences between such terms are beyond the scope of this proposal. However, some toxic leadership is global and violent such as genocide, while other toxicity is nonviolent and repeatedly experienced in organizational life. There is variation in toxic behaviors, and some attempts have been made to establish toxicity classifications of what is toxic leadership such as Pelletier (2009) which help identify behaviors rather than the toxic leader profiles used by

If the workforce contains one toxic person, their behavior tends to rub off onto others. In her article published in an issue by Psychology Today, Christine Porath, explains how her boss’s behavior trickled down throughout the staff. Portath (2017), a recent college graduate, when she landed her dream job of working at a sports academy helping them launch a new athletic brand, but the excitement quickly disappear after she discovered the true behavior of her employer. She described him as a rude and self-absorbed dictator whose actions could be called obnoxious and some may even consider as one of a bully. Eventually his actions affected his whole staff, coworkers began taking out their frustrations out on each other and eventually even their customers. These behavior even led to some of the employees destroying their place of work by stealing supplies and refusing to help out their coworkers (pg. 53). This can lead to the downfall of not only the company, but also the employees themselves as many could lose their jobs; that can lead family problems because of the loss of income and could even set back their child's success.

The corrupt leader is one who is motivated by power and greed. They and at least some followers lie, cheat, or steal. They put self-interest ahead of the public interest to a degree that exceeds the norm. These leaders are often not trusted, thus cause an organization to not fully develop.

In the article written by Ray Williams (2016) he explains why toxic leadership is on the rise and how that is creating

You will find qualities of the toxic leader that you simply must recognize prior to deciding to work under such poisonous cloud.

Effective leaders motivate and inspire followers to achieve collective goals. Within an organisational context, the changing nature of the workplace and the employment relationship has seen a shifting focus to the importance of establishing trust between leaders and followers, emphasising employee wellbeing and team orientated decision-making. However leaders who exhibit toxic traits have lasting effects, not only upon their followers, but also the organisation. From a psychological perspective, this essay aims to analyse the characteristics of a toxic leader, by investigating the ‘dark side’ of leadership, exploring the consequences of narcissism and Machiavellianism within organisational leadership as well as on an individual level.

It is unfortunate that many companies foster work environments which are detrimental to their employees. A workplace could be considered toxic for many reasons. In today’s world, most toxicity in companies stems from poor management or employees that are rude to their coworkers. Toxicity in the workplace doesn’t just affect the moods and health of the employees, but in turn has a negative effect on all work produced. Having a work environment that fosters this type of behavior is bad for the employees and, overall, bad for business. The two most frequent occurrences are bosses that are rude and overbearing toward their employees, and employees who are rude to their coworkers.

THE DARK SIDE OF LEADERSHIP: A THREE-LEVEL INVESTIGATION OF THE CASCADING EFFECT OF ABUSIVE SUPERVISION ON EMPLOYEE CREATIVITY

Leaders can cause destruction to an organization in many ways; they may exhibit behaviors that hinder the organization’s success or reduce the effectiveness of subordinates or behaviors that harm both (Einarsen, Aasland & Skogstad, 2007). According to Padilla et al. “Toxic Triangle” model (2007) destruction is not an outcome brought about solely by the leader but rather the interaction between elements of the