The Steamroller, The Whine/Cheeser

My experience with confronting a toxic leader was not successful. Four of us made a deliberate plan on how to approach the individual and on the specific issues that we needed to raise. In our approach only one of us addressed our boss privately, and made it known that he spoke for the group. Our boss seemed to be receptive in the moment and was even appreciative. Unfortunately in the weeks following the confrontation he made work very difficult on the four of us. I now realize that he exhibited two classic characteristics of a toxic leader. LTG Ulmer states that toxic leader can be charming when the occasion fits and that they rarely take blame. Our boss was charming to my colleague to end the confrontation as quickly as possible. He also refused to accept personal blame for the issues we presented to

The purpose of this paper is to examine the inter-relationship of incivility and toxicity, how bullies are able to become toxic managers, and how they are allowed to develop in a toxic organization. We also analyze the development of organizational pain and how toxin handlers deal it with. Finally, we hope to assess if there is any validity to claims that ‘Generation Z’ is responsible for the recent prevalence of workplace toxicity.

Good communication such as team building, team cohesion, praise and empathy form a good working relationship as people can be more engaging and are more likely to pay attention, resulting in accurate passing/receiving of information and a full understanding of the tasks required.

Another very importance aspect is the working environment at the office…it should be a relaxed and informal place where employee, team member should have the time to think and explore new ideas. Mutual trust and respect where disagreement is based on issue rather than personalities in this case conflict become productive to generate new ideas instead of causing problems.

Communication is a fundamental relationship-building skill in the workplace. If people don't communicate well they limit their ability to connect on any meaningful level and, at the extreme, can create conflict. Positive communication skills like listening, open-ended questions, calm tone of voice and "I" statements help bring people

Lateral violence is defined as acts that occur between colleagues wherein, bullying is recognized as actions or doings enacted by one in a higher level of authority and the occurrences happen over time (Dellasega, 2009). The acts can be inconspicuous or obvious acts of verbal or non-verbal aggression. Relational aggression is one type of bullying demonstrated by psychological abuse. Some behavior indicators that characterize this type of aggression include gossiping, withholding important or pertinent information, shunning, or knowingly keep one in isolation. These behaviors can also extend beyond the walls of the workplace and can occur in face to face situation, an office area, or in cyberspace (Dellasega, 2009).

Lateral violence is defined as acts that occur between colleagues wherein, bullying is recognized as actions or doings enacted by one in a higher level of authority and the occurrences happen over time (Dellasega, 2009). The acts can be inconspicuous or obvious acts of verbal or non-verbal aggression. Relational aggression is one type of bullying demonstrated by psychological abuse. Some behavior indicators that characterize this type of aggression include gossiping, withholding important or pertinent information, shunning, or knowingly keep one in isolation. These behaviors can also extend beyond the walls of the workplace and can occur in face to face situation, an office area, or in cyberspace (Dellasega, 2009).

The article provide five table illustrations. Table one is about the demographic characteristic of the targets of the workplace bullies. The table displays the characteristics of social workers ranging by age, gender, and demographic. Table two is about organizational settings and roles of targets. The table displayed supervisors, colleagues, subordinates, and clients were all identified as bullies. It showed that women were more than twice as likely (67%) to be identified as bullies as were men (33%). Table three is about the most troubling bullying behaviors. It showed that verbally and covertly hostile actions were the most troubling bullying behaviors in the workplace. In addition, being treated with disrespect and having work de-valued as the hardest aspects of being bullied at the workplace. Table four was the summary characteristics of bullies. The study showed the characteristic were either passive or assertive by the Coping Scale. The passive behavior had a ranging score of 24 and assertive was of 60. The median and mean scores were 42.5, and a multiple modal score. Table five was the classification of responses to coping scale as passive or assertive

Bullying which is the intentional act to inflict harm, threaten or abuse of others, can range in many ways. Kathryn Hawkins on the article the Office Bully, outlines various issues of this concept. Kathryn states that sometimes people become overconfidence that they left bullies in their past lives maybe high school, but later found out the bullies have ultimately become their bosses. Secondly, bullying may occur when bullies wants to dominate and gain back their powers if they feel endangered. So they tend to overcome their fear by threatening others. Also Kathryn articulates that even the conditions of the workplace can cause bullies to abuse their targets and workplace bully can be difficult to deal with. Although Kathryn has suggested some solutions about these issues, the claim presented does not put up with the issues, rather an encouragement.

Toxic workplaces is a systemic and systematic problem to an organizations sustainability. It is important that the leadership develop an organizational culture that does not tolerate aggression and behaviorally supports employees in dealing with it. It is imperative that leaders are equipped with the skills to appropriately access the environment , have the ethical temperament needed to take responsibility for the problem and the skill-set to effectively correct the problem (Ellen & Ascalon, page 189). Emotionally and psychologically toxic workplaces can be framed through the following theories for redress: systems theory explains the interconnectedness and interrelations

The positive consequence for conducting this study is to explore ways to avoid recruiting these individuals and explore ways employees can manage these incidents when they occur in the workplace. Future research needs to be conducted on how to manage these individuals that display these toxic behaviors and help them to recognize these behaviors when they occur and address them.

We all have encounters with people who make everything difficult, but not many of us know how to deal with them. It’s helpful to be able to identify their characteristics, understand why they act that way, and learn the techniques in dealing with them will make our life less stressful and more pleasant.

Communication is an important skill for people to have in an organisation. Through the interpersonal communication (communication between two or more people) process, people can exchange information, create motivation, express feelings or apply penalties for inappropriate behavior, all within the workplace (Robbins, et al, 2009). According to Eunson (2008) people who lack communication skills in the organisation should be trained to deal with different situation that involve communicating effectively (p. 554). In response to Eunson (2008), this essay aims to prove why interpersonal communication is an important skill to have and how organisation can train employees and managers to use these skills within the workplace. Additionally, the

As a manager, you must approach every conflict as an opportunity to improve employee relationships, to lessen tension in the

Communication is essential in all facets of an organization. It can aid in decision making, planning and conflict resolution. The ability to effectively communicate allows facilitation of relationships between superiors and subordinates; essentially this creates higher job satisfaction (Dogra, A., 2012). Open communication where employees have opportunity to voice their ideas and concerns, corelates to employees feeling a sense of value within the organization, which creates motivation (Dogra, A., 2012). Furthermore, in conjunction with these ideas, a sense of partnership and loyalty begin to develop between subordinates and superiors. The responses to this are typically seen in greater responsibility being given to the subordinate.