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Book part
Publication date: 8 July 2021

Aybike Mergen and Mustafa Ozbilgin

Toxic leadership is often studied from a leader-centric perspective, which focuses on the detrimental outcomes of leaders with destructive ideas and practices. In this…

Abstract

Toxic leadership is often studied from a leader-centric perspective, which focuses on the detrimental outcomes of leaders with destructive ideas and practices. In this chapter, we provide a global value chain (GVC) perspective, which accounts for effects of corporate leadership from inception of a product or service idea to its consumption across the value chain. In particular, we demonstrate how toxic leadership is sustained through an illusio, i.e., the allure of the often-charismatic leadership discourse, which is rendered unaccountable due to lack of global regulation of GVCs. This allows for global organizations and toxic leaders to exploit weaknesses in national-level regulation. Drawing on a netnographic study of toxic leadership in Amazon, we demonstrate how toxic leadership created the illusion of success while perpetuating toxicity and exploitation across their complex value chains internationally.

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Destructive Leadership and Management Hypocrisy
Type: Book
ISBN: 978-1-80043-180-5

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Book part
Publication date: 8 December 2016

Steven R. Watt, Mitch Javidi and Anthony H. Normore

In an article entitled “Identifying and combating organizational leadership toxicity,” authors Watt, Javidi, and Normore (Watt, Javidi, & Normore, 2015) identified and…

Abstract

In an article entitled “Identifying and combating organizational leadership toxicity,” authors Watt, Javidi, and Normore (Watt, Javidi, & Normore, 2015) identified and outlined techniques for combating leadership toxicity in Law Enforcement. This chapter extends this work by linking Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) to toxic leadership. Crisis happens. Volatility, uncertainty, complexity, and ambiguity (VUCA), (a term) coined at the Army War College in the early 1990s (Mack, O., Kare, A., Kramer, A., & Burgartz, T. (2015), Managing VUCA world. New York, NY. Retrieved from http://www.lawenforcementtoday.com/2015/12/02/capturing-the-moment-counter-vuca-leadership-for-21st-century-policing/#sthash.IKYJInr4.dpuf), is a sobering new reality for leaders and the organizations they serve. In simple terms, VUCA is chaos. It falls on leaders to understand it, prepare for it, and minimize the disruptive and destabilizing effects of it.

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The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations
Type: Book
ISBN: 978-1-78635-499-0

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Article
Publication date: 22 December 2020

Metin Reyhanoglu and Ozden Akin

This study aims to investigate the impact of toxic leadership, organizational justice and organizational silence on hospital employees' intention to leave their jobs.

Abstract

Purpose

This study aims to investigate the impact of toxic leadership, organizational justice and organizational silence on hospital employees' intention to leave their jobs.

Design/methodology/approach

A questionnaire survey was conducted with permanent and contractual employees of a university teaching hospital, including nurses, medical assistants, health technicians and clerical staff. Structural equation modeling was used to develop and test the model.

Findings

The findings reveal that toxic leadership is directly and negatively related to organizational justice, while all dimensions of organizational silence and the intention to leave are positively related. In this model, the coefficients of the relationships are found to be higher, almost doubling in permanent employees than in contracted employees, except for the relationship between toxic leadership and silence to protect the organization. This exception lies in the fact that permanent workers with long-term employment have been dealing with the managers for many years.

Research limitations/implications

The model can be extended with counterproductive behavior, work performance and satisfaction measures and work stress and compared with different sectors using higher sample volumes.

Originality/value

In the human-centered health-care industry, it is essential to know the way leadership behaviors guide health-care professionals. The negative leadership behaviors can negatively affect both employees' self-esteem and their attitudes toward patients and their relatives. The results of the present study are expected to contribute to the development of more effective manager selection and promotion policies by policy-makers as well as the determination of short- and long-term employment policies.

Details

Journal of Economic and Administrative Sciences, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1026-4116

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Book part
Publication date: 27 April 2021

Ngozi Igbokwe, Sarah Smith, Colton Hart, Elizabeth Hergert, Ellen Reter, Marguerite Wildermuth, Ryan Bouda, Tiffany Phillips and Cristina Wildermuth

Leaders have a profound impact on the work lives of the employees they supervise. This chapter explores the experiences of employees whose leaders exhibit toxic behaviors…

Abstract

Leaders have a profound impact on the work lives of the employees they supervise. This chapter explores the experiences of employees whose leaders exhibit toxic behaviors and the impact of this toxicity on employee engagement. The authors report the findings of a qualitative study involving in-depth interviews with 13 participants. First, the authors describe the participants’ experiences before and after experiencing toxicity. Next, the authors outline three critical toxic leadership styles: the nightmare (leaders who have unbalanced emotional control and who are overly fond of power), the pretender (leaders whose authenticity and integrity seem low, who play different characters depending on the circumstances), and the runaround (leaders who change directions too often or give unclear instructions). Finally, the authors address organizational, leadership, and individual strategies to identify and remove toxic leaders from the workplace.

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When Leadership Fails: Individual, Group and Organizational Lessons from the Worst Workplace Experiences
Type: Book
ISBN: 978-1-80043-766-1

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Article
Publication date: 29 October 2019

Declan Fahie

The purpose of this paper is to reveal the lived experience of toxic leadership for a cohort of 11 individuals who work, or have worked, in the field of higher education…

Abstract

Purpose

The purpose of this paper is to reveal the lived experience of toxic leadership for a cohort of 11 individuals who work, or have worked, in the field of higher education in Ireland. Drawing on national and international literature, as well as the testimonies of a cohort of academic and administrative staff, the study considers the impact of this negative management style on these individuals as well as upon the organisation itself.

Design/methodology/approach

A total of 11 self-selected individuals (four males and seven females) were interviewed for this pilot study. Data from the semi-structured interviews were organised thematically and analysed with the support of the computer software package MAXQDA®.

Findings

The results show that the experience of toxic leadership was profound for the interviewees across a number of contexts. They reported adverse physical and psychological impacts as well as detailing the repercussions for their respective career trajectories as they endeavoured to safely navigate their often-hostile work environment. Human resources departments within their respective institutions were the focus of considerable criticism by the interviewees who highlighted, what they saw as, the inherent contradiction/tension between the perceived roles and responsibilities of such departments in addressing or resolving interpersonal work-related disputes.

Originality/value

The findings expand on the extant scholarly literature on toxic leadership in higher education and, for the first time, offer a revealing insight on this phenomenon within the Irish context.

Details

International Journal of Workplace Health Management, vol. 13 no. 3
Type: Research Article
ISSN: 1753-8351

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Article
Publication date: 11 March 2019

Asha Bhandarker and Snigdha Rai

The purpose of this paper is to elucidate the distressing impact of toxic leadership on the mental state of the subordinates and examine the unique coping mechanisms used…

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Abstract

Purpose

The purpose of this paper is to elucidate the distressing impact of toxic leadership on the mental state of the subordinates and examine the unique coping mechanisms used by them to deal with such leaders. The paper also examined the relationship between psychological distress and coping strategy used by subordinates to deal with the toxic leader.

Design/methodology/approach

This study presents a validity testing of two scales. The first scale was designed to measure experienced psychological distress emanating from exposure to toxic leaders, and the second scale aims to assess the coping strategies utilized by subordinates to deal with the toxic leaders. Data were collected from 570 employees working in public as well as private organizations in India.

Findings

The results of this paper supported the theorized two three-dimensional tools to measure: psychological distress (loss of self-worth, withdrawal and agitated) and coping strategies to deal with toxic leaders (assertive coping, avoidance coping and adaptive coping). Reliability estimates and construct validity of both the tools were established. The results also suggest that the loss of self-worth was negatively related with assertive coping, avoidance coping and adaptive coping. However, withdrawal was positively related with assertive coping and avoidance coping. Finally, agitation was positively related with avoidance and adaptive coping.

Originality/value

To the authors’ knowledge, this is one of the rare studies to examine together the phenomenon of both psychological distress experienced by subordinates and the coping strategies utilized by them to deal with toxic leaders.

Details

International Journal of Organization Theory & Behavior, vol. 22 no. 1
Type: Research Article
ISSN: 1093-4537

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Book part
Publication date: 8 July 2021

Marco Tavanti and Anna Tait

This chapter reviews ethical challenges confronting nonprofit administration in relation to organizational managerial practices and leadership behaviors. Through a…

Abstract

This chapter reviews ethical challenges confronting nonprofit administration in relation to organizational managerial practices and leadership behaviors. Through a theoretical model of nonprofit-specific toxic leadership, it reviews the dynamics of destructive leaders, susceptible followers, and conducive environments in cases of unethical and corrupt nonprofit organizational behaviors. It provides a case for prioritizing oversight responsibilities of the board of directors, board supervision, promoting ethical culture in organizational leadership, and implementing policies for addressing destructive and corrupt nonprofit leaders. It reflects on how nonprofit toxic leadership primarily erodes public trust in the nonprofit sector and concludes with practical recommendations for recentering positive behaviors congruent with the nonprofit's social and public good mission.

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Destructive Leadership and Management Hypocrisy
Type: Book
ISBN: 978-1-80043-180-5

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Article
Publication date: 11 January 2016

Clive Roland Boddy and Robin Croft

The purpose of this paper is to make a contribution to knowledge by examining what happens to marketing in a time of toxic leadership, embodied in a corporate psychopath…

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Abstract

Purpose

The purpose of this paper is to make a contribution to knowledge by examining what happens to marketing in a time of toxic leadership, embodied in a corporate psychopath, in response to a call for marketers to seek a broader understanding of how marketing operates within organisations.

Design/methodology/approach

Commentators have suggested that concepts outside the usual marketing domain may aid in the gaining of an intra-organisational understanding of how marketing operates. Here, the concept of corporate psychopathy was used to identify a psychopathic UK board director and chief executive officer (CEO) via a constructivist approach to research involving six in-depth interviews. A CEO and a main board director who were measurably psychopathic were studied via these reports.

Findings

The paper examines how corporate psychopaths, as archetypal toxic leaders, are detrimental to marketing. Overseeing the marketing function within the UK part of an established and well-branded multi-national services company, corporate psychopaths capriciously dismantled the marketing initiatives that were in place and needlessly abandoned future marketing plans. Marketing services, marketing ethics, product quality and corporate reputation declined. Good marketers left.

Practical implications

The research demonstrates the dangers to marketing of toxic leadership. The paper also suggests that marketing may be uniquely qualified to deal with toxic leaders because it can, through research, identify them through their effects and behaviour. The results illustrate the value of longitudinal qualitative market research in investigating complex organisational situations.

Originality/value

The paper makes a unique contribution to the marketing field by empirically investigating, for the first time, the influence of a corporate psychopath director and a psychopathic CEO on the marketing function and practice. The research was conducted longitudinally using qualitative market research techniques via in-depth interviews over a two-year period. Longitudinal research aids in establishing causality, and this was evident in this research, as the negative influence of psychopathic leadership was monitored over time.

Details

Qualitative Market Research: An International Journal, vol. 19 no. 1
Type: Research Article
ISSN: 1352-2752

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Book part
Publication date: 8 July 2021

Christian Thoroughgood

The term “destructive leadership” has been utilized as an overarching expression to refer to various “bad” leader behaviors thought to be associated with damaging outcomes…

Abstract

The term “destructive leadership” has been utilized as an overarching expression to refer to various “bad” leader behaviors thought to be associated with damaging outcomes for followers and organizations. Yet, there is a recognition in the broader leadership literature that leadership involves much more than the behaviors of leaders. It is a dynamic, cocreational process that unfolds between leaders, followers, and environments, the product of which results in group outcomes. In this chapter, I argue that in order to achieve a more balanced view on destructive leadership, it is vital to develop more integrative approaches that are grounded in the contemporary leadership discourse and that recognize flawed or toxic leaders, susceptible followers, and conducive environments as interdependent elements of a broader destructive leadership process. To this end, I provide a critique of the extant literature, propose a broader definition of destructive leadership, and discuss strategies to examine destructive leadership in a broader, holistic manner.

Details

Destructive Leadership and Management Hypocrisy
Type: Book
ISBN: 978-1-80043-180-5

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Article
Publication date: 10 June 2021

Mansi Tiwari and Rimjhim Jha

In a nutshell, the purpose of this paper is to accentuate the mask of evils of the organization by discussing different experiences, stories and cases, which is on itself…

Abstract

Purpose

In a nutshell, the purpose of this paper is to accentuate the mask of evils of the organization by discussing different experiences, stories and cases, which is on itself a bizarre because we always talk about the morality and ethos in leading styles.

Design/methodology/approach

The study is conducted in India and descriptive in nature. The structural equation modelling technique is used in the paper to test the relationships among the constructs directly and indirectly by mediation effect on how it raises the organizational deviance.

Findings

The outcome of the study indicates that organizational deviance is highly influenced by narcissism, which also raises the toxic work culture and abusive supervision. The mentioned variables not only have a significant effect but also have a partial mediation effect on organizational deviance. The study significantly contributes to the literature with the findings that not only narcissism led to organizational deviance but additionally leads to high arousal through a positive relationship with toxic work culture and abusive supervision strongly leading to organizational deviance.

Research limitations/implications

The study is for leaders who are more with self-love, demolishing peace and promoting the toxic work culture and deviant behaviours.

Practical implications

Having narcissistic traits then turns into a complicated situation for employees to decide whether to stay in the organization or leave, and if these intentions are not developing, then it led to deviance on the part of employees.

Social implications

A leader becomes so much obsessed with their egomania and uses the abusive supervision to dominate the team members. This pattern has to stop, as it fabricating the wrong connotation of the tranquillity of followers or team members.

Originality/value

This study contributes to the outcome where leaders could understand the impact of how their excess self-love turns against the workplace peace and results in high deviance.

Details

International Journal of Organizational Analysis, vol. 30 no. 1
Type: Research Article
ISSN: 1934-8835

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