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15 Cards in this Set
- Front
- Back
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Definition of Toxic Leadership
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These are what make up the definition of toxic leadership:
-The Toxic Triangle - Toxic Leadership involves more than just the destructive leader -There is a difference between being good and being a toxic leader -We can distinguish toxic leadership from the following viewpoints: - Leader and trait behaviors - Group processes -Group outcomes -There is a range of outcomes (toxic vs. non-toxic) in any leadership situation |
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The Toxic Triangle
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The Toxic Triangle consists of:
- destructive leaders -susceptible followers (colluders and conformers) - and a conducive environment |
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Leadership Versus Goodness
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Mao, Stalin, Hitler- are they leaders or rulers?
-most would define them as rulers because they did not lead their people - they did not "create meaningful lasting opportunities" -BUT leadership is temporary -BUT they did influence others to pursue objectives The point: - that toxic leaders sometimes do good things - and constructive leaders are not always good |
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Four Definitional Elements of Toxic Leadership
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Destructive Leadership is:
1) More than just about the destructive leader - destructive org. outcomes also depend on susceptible followers and conducive environments 2) Destructive Leadership is rarely entirely destructive - most leadership outcomes have desirable and undesirable outcomes -destructive leadership outcomes are on the negative spectrum 3) Destructive leadership involves control and coercion - rather than using persuasion and commitment -focuses more on the leaders objectives and goals and less about the larger org. -centralization of power and control over followers 4)Effects of destructive Leadership results in bad consequences for the group - destructive leadership outcomes result from the toxic triangle and often affect the whole group |
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Toxic Leaders and their Characteristics
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*Some overlap with constructive leader traits
Four critical leader factors associated with toxic leaders and destructive group results are: -charisma and narcissim -personalized use of power vs. social -negative life themes -ideology of hate |
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Toxic Leader Traits: CHARISMA AND NARCISSIM
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Charisma:
- this refers to attractive aspects of an individuals personality- sets them apart -"eye of the beholder"- meaning that someone may view a person as charismatic while another may not Charismatic features can be a negative thing in too much proportions - charismatic leaders (and destructive leaders) may exhibit extreme self-confidence, dramatic flair, willingness to test limits, and expansive visionary thinking - these things can make a leader impressionable and destructive leaders may use this as self-promo and not for the greater good -also to get draw followers in Charismatic destructive leaders: - HAVE A VISION: (usually of threat to the group and based on insecurity)- to enhance their power - HAVE GOOD RHETORICAL AND SELF-PRESENTATION SKILLS (leveraging media) -PERSONAL ENERGY- motives, very persistent Narcissim and self-concept gone wild: - it is good to be confident about your skillls and self but not in excess -charisma can often overlap with narcissim in destructive leadership *lack of empathy *ignorant *monumental self-esteem *rude arrogance OVER AMBITON IS BAD |
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Toxic Leader Traits: PERSONALIZED USE OF POWER
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-destructive leaders use power for personal gain and self-promotion
-they also use control and coercion to impose their goals while censuring others with opposing views -While CONSTRUCTIVE LEADERS use power to help others and for the org. to be successful |
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Toxic Leader Traits: NEGATIVE LIFE THEMES
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-destructive leaders tend to have negative life stories that result in a destructive image of the world and peoples roles in it
This may be caused by: -child adversity -severe parental discord - low socio-economic status -paternal criminality -childhood abuse *Adversity can result in positive things, but some experiences are extremely hard to overcome -Not everyone with these things in their life become destructive leaders |
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Toxic Leader Traits: IDEOLOGY OF HATE
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-Worldviews, visions, of destructive leaders often involved images of hate and anger
-They tend to vanquish rivals and destroy enemies (mlk vs. hitler) -This is usually the result from negative life stories -Self-hatred can turn into displacing that onto others -can be shown through violence or creating intimidation |
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Susceptible Followers: CONFORMERS
*Conformers- comply *Colluders- participate |
Conformers:
-Conformers allow bad leaders to assume and retain power because of their unmet needs -This makes them very vulnerable to to such influences and manipulation -Charismatic/destructive leaders can create a sense of self that conformers could not create on their own Characteristics of Conformers are: -unmet basic needs -negative core-evaluations -low psychological maturity *They are susceptible to manipulation because of: low self-esteem, and low self-efficacy -Conformity can lead to unethical behaviors |
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Susceptible Followers: COLLUDERS
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-Colluders support destructive leaders because they want to promote themselves within an enterprise that shares the same worldviews as them
-Colluders seek personal gain through collaboration with destructive leaders- they participate and follow because of similar values Characteristics of Colluders: - ambition -congruent beliefs -unsocialized values shares with a toxic leader |
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Conducive Environments
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-Arguably, the most important determinant of eventual toxicity is the presence or absence of checks and balances
*transparent procedures are necessary for mitigating toxic consequences Tolitarian, repressive regimes create conducive environments: - they seek to retain power and eliminate necessary checks -this creates fear and crisis -they want to squash any opposition There are Four environmental factors for destructive leadership and environments: - absence of checks and balances and institutionalism -org, industry or national instability -perceived threat |
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Absence of Checks and Balances and Managerial Discretion within Toxic Environments
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*checks and balances are implemented in order to impede abuse of power and unilateral control same with managerial discretion and presidentialism
-Although leaders need discretion and flexibility to do their jobs, unconstrained authority presents too many opportunities for destructive leaders to abuse power Likely to happen: -in senior jobs -young orgs -high-growth industries Destructive leaders have less success when the following checks and balances are implemented: -The Media (external): public opinion, counterblance for toxic exposure -Government agencies (External): regulate national or. -Board of Directors (internal): oversee, influence ethics, better if they are from the outside -culture of openness and org. support (whistle blowing) -Allthough these do not entirely eliminate toxic leadership *turbulence and dynamism may lead to destructive leadership *complexity increases unethical behavior (not transparent) *destructive leaders creat I/E threats to hold power |
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Preventing and Minimizing Power
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Some serious toxic leadership situations are called "wicked"
- they are not easily changed and many appear unsolvable -they are interrelated and have incomplete, contradictory, or changing requirements Leadership Selection, Development or Diagnosis *sometimes it is hard to identify destructive leadership during a persons climb to becoming. it is important to... - have proper evaluations of background during job changes or promotions -personality tests -executive development: meaning working on developing potential leaders, leadership and content area skill and competencies Empowering Followers: *focusing on followers, different followers, different treatments -Colluders should be examined similarly to future leaders -conformers are freed by strong organizational culture and support: (whistle blowing) *it is rare to see absolute destruction in a leadership episode *destructive leadership is more rare in non-profits |
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Paradox of Toxic Leadership
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* destructive leadership does not happen from person alone it also take the susceptible followers and conducive environments
-In order for followers to be empowerred and for environments to be less toxic, the leader must give up some power and control - toxic leaders do everything to fight controls and democratic conditions -But constructive leaders know that internal checks and balances, persuasion, motivation towards goals are better in long run |
