Toxic leadership

 Toxic Leadership 




A supervisory approach that is abusive and has a negative impact on a business and its personnel is referred to as toxic leadership. Discover strategies to counteract this style of leadership.

“It doesn't make sense to hire smart people and then tell them what to do. We hire smart people so they can tell us what to do.'” - Steve Jobs, Co-Founder of Apple


What is toxic leadership ?


A toxic leader is someone who is in charge of a team or organisation and exploits the relationship between the two by failing to improve the group or organisation from its previous state. Reporting toxic leadership higher in the hierarchy may not have much of an impact because both good and terrible leadership philosophies can spread downward in an organisation.

The primary characteristics of a toxic boss are often seen as Insular, intemperate, glib, operationally strict, cruel, inept, discriminatory, corrupt, or aggressive.


Other characteristics of a toxic leader 


  • Glibness
  • extravagant notion of worth
  • manipulative, lying, and pathological
  • Absence of regret or guilt
  • Absent or callous empathy
  • superficial emotional impact.
  • refusal to take accountability for one's own conduct.


How does one handle toxic leadership?  


1. Recognise that you can't make them change. The situation is not hopeless, however. You can better control your expectations if you accept this.


2. Act as the agent of change. A potent strategy for gaining control of the issue is to change your behaviour. Investigate fresh strategies for handling a "bad boss" or toxic team member in a way that suits you.


3. Imagine yourself in their position. This is about comprehending their behaviour, not about tolerating it. Some leaders are under extreme stress as a result of unreachable objectives, a lack of resources, or unworkable timelines. Understanding these difficulties can help you develop more empathy and perhaps even inspire you to look for ways to assist.


4. Be vocal. Report them if you believe they are endangering your performance or emotional well-being. Keep your composure, solicit the aid of a dependable advisor, and record their actions.


5. Leaving the company. Even while that isn't always true, there are situations when it is. Organisations will occasionally need to adjust how they gauge performance; it's crucial to consider both objective achievement and "people" results, such as team members' growth, development, and support. If your company doesn't value its employees, it might be time to go on. For the benefit of those who stay, please be truthful in your leaving interview.


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