Toxic Leadership Analysis

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Faculty and students at the U.S. Army War College stated in 2003that toxic leaders are focused on visible short-term missions and accomplishments. They provide superiors with impressive, articulate presentations and enthusiastic responses to the mission, but they are unconcerned about, or oblivious to, staff or troop morale and/or climate. Toxic leaders are seen as arrogant, self-serving, inflexible, and petty (Ulmer, 2012). Ulmer proposed a definition of a toxic leader as “individuals whose behavior appears driven by self-centered careerism at the expense of their subordinates and unit, and whose style is characterized by abusive and dictatorial behavior that promotes an unhealthy organizational climate”.
George is the chief of
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At the large events the club handled he was always right in the middle of everything—from planning, preparation, and set-up, to the actual operation of the event. At first one might think he was a great leader, always a part of the businesses activities. But it became apparent that he was more concerned with his status or reputation, and therefore never allowed anyone to prove to him or the organization that they were perfectly capable of handling the task. He was always motivated by the recognition or fame he would receive from the senior directors (George, McLean & Craig 2008). His inability to allow any of his subordinates to handle the task at hand made him the definitive micromanager (Earley, 2009). He ruled his facilities with excessive control and a lack of trust.
George spent a great deal of his time deceiving everyone about who he was, what his intentions were, and his ability to lead. During my time under George, I witnessed the true effects of such deception. He was an imposter (George 2008). He fired people for standing up to him and his ill way of thinking, or for defending their co-workers from harassment; in short, anyone he perceived as a threat. He planted spies in the facility to keep him abreast of all decisions and actions by the employees who showed him no
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After David was fired and a new facility manager, Rick, was hired it became more apparent that there were underlying issues with George. Rick was well-educated, had a genuine purpose for the facility, and maintained himself with dignity and respect. George constantly undermined Rick to the employees, going so far as telling them, “You answer to me, not him.” If someone who was a strong person, great employee, or simply not liked by George, there was a phone call or text message to him by one of his spies. I, for one, was a rich target for his spies. He took away my hours, position, and most of my self-worth. I stood up for what was right, would not tolerate the harassment that he and David invoked upon the staff, or allow him to have control over how I handled situations on the job. He thrived on the misery of others.
In his eyes, he was the epitome of an effective leader. His skill at deception provided him with a following of staff that he led with fear or empty promises. Until I began this class, I did not know what words to use for George’s leadership style. Now I know that he is a passive-aggressive, busy-body, arrogant, inadequate, paranoid, and controlling leader. Unfortunately, this type of leader will most likely continue to prosper in the

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