The Negative Effects Of Toxic Leadership

A toxic leadership has the capacity to influence their relationships with a negative effect on a group of people or an organization. The toxic leader demonstrates an abusive character towards the group or organization and leaves the organization in a more reprehensible condition than it was before they became involved with the group or organization. Rather than elevating followers, the toxic leader shows a glint of dark, holds themselves in high esteem while fighting and controlling the group of followers. They are commonly known as bullies. They yell and threaten others. They have poor communication skills and poor interpersonal skills.

There are strategies that may be used with these toxic leaders:

1. “Never react to their assaults, because

Being factual, practical and supportive in your responses, which gives them the opportunity to make right decisions, because these toxic leaders are weak and insecure, which goes to the root of their toxic behavior,” (Kellerman, 2004).

Spotting a toxic leader and avoiding them should be done immediately by supervisory staff, as well as, other employees. Their social behavior should be evaluated. They should also be forced to quit the organization as soon as possible. Actions to resolve their problems will be addressed according to their behavior, and exposed, as suggested by Kellerman, B. (2004) Toxic leadership. Retrieved from http://www.strategies-for-managing-change.com/toxic-leadership.html

Riggio, R. E. (2014). The Science of why good people do bad things, suggests; “Johnson argues that series of actions occur when leaders and followers separate their moral reasoning and principals and justify their bad behavior. This may lead to an increase of violence in a workplace. By using mild language, immoral behavior is also justified, as well as using beneficial analogies towards others. Their own behavior is insincere, which worsens the corporation.”

Strategic ways to offset bad behavior suggested by Craig Johnson from Riggio, R. E. (2014).

The Science of why good people do bad

Neuroticism is a leader inclined to be depressed, anxious, insecure, vulnerable and hostile.

2. Extraversion from a leader has the tendency to be sociable and confident with positive energy.

3. The Openness of a leader has the tendency to be informed, creative, insightful and curious.

4. Agreeableness in a leader who accepts, conforms, trusts others and is nurturing.

5. Conscientiousness demonstrates leaders that are thorough, organized, self-controlled, dependable with good decision making (Northouse, p. 26-27).

An overtly expressive person is found to be the factor most strongly associated with leadership, according to a major meta-analysis of 78 leaders and personality studies published between 1967 and 1998 by Judge, Bono, Ilies, and Gerhardt (2002).

“Judge et.al. found a strong relationship between the leadership and the big five traits because it appears that these personality traits are associated with being an effective leader. A Leader in one situation might not be a leader in another situation, yet, these traits are still important and relative to the requirements of any situation concerning organizational people” (Northouse, p. 19,