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Impact of toxic leadership
Impact of toxic leadership
Impact of toxic leadership
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In the article “Coaching the Toxic Leader”, the author Manfred F. R. Kets de Vries explains how people, especially executives can have some mental pathologies and how their actions can influence the workplace and business environment. Manfred also articulates that most of the executives recognize when they have problems and try to fix them. Manfred talks specifically about four of these pathologies. The first type is the narcissistic. The narcissistic personality thinks too much about himself and pursues power and prestige while disregarding other people’s needs. These people are sensitive to confrontation and need to be instructed with caution. They will usually prefer to follow a father figure. I had business partner that fits this description.
provides very important approaches to leadership and ways of dealing with dilemmas, negative feedback, and other management issues. Although it has a few minor short comings, the book is well-written and properly structured, making it easy for the target readers to understand its content.
Supervisors such as these promote themselves through visible short-range demonstrations of accomplishments, but are unconcerned with staff development or morale (Reed, 2004, p. 67). Toxic leaders affect the atmosphere of an agency by creating a demotivational environment while attendin...
Kellerman, B. (2004). Bad Leadership: What it is, How it Happens, Why it Matters. Boston, Massachusetts: Harvard Business Press.
Healthy narcissism is a mature, balanced love of oneself coupled with a stable sense of self-worth and self-esteem. Healthy narcissism implies knowledge of one's boundaries and a proportionate and realistic appraisal of one's achievements and traits.10 This implies that a leader, like Stephen Harper for example may be is more likely a narcissist rather than psychopath. He knows his limits, and does not try and overachieve something that is not within reach, keeping a realistic view of the world but still seeing himself on top. Psychopaths rarely seek Narcissistic Supply. Pathological narcissism is wrongly described as too much healthy narcissism (or too much self-esteem).11 Yet, we often find that narcissists abandon their efforts in mid-stream,
The "Narcissistic Personality Disorder." Mayo Clinic. Ed.
In each of these four areas, the behavior can look different. For example, one style of distorted thinking can lead the person to have an inflated sense of self while another’s can lead to chronic self-loathing. This paper will compare and contrast histrionic and narcissistic personality disorders.
According to Robbins and Judge (2009), narcissism describes a person who has grandiose sense of self-importance, and requires excessive admiration. Leaders who are strongly narcissistic are said to mostly portray negative acts. Some of the traits that are mostly pronounced in narcissistic leaders are: (a) being arrogance and demeaning others (b) feeling to be more superior than others and thus acts only on what makes him/her to feel more superior (c) is self-absorbed and mostly spends a lot of time talking about his achievements (d) has a strong sense of entitlement which makes him or her demand special treatments because of the position he/she holds in the society (e) always engaged in searching for complements from others on how they find his achievements (f) is hostile especially when feedbacks obtained about him are negative (g) always attempts to reinforce positive complements about his work from others (h) is exploitive (i) seeks attention from others (j) admires him/herself a lot (k) lacks self-improvement. Because of demeaning others, a narcissistic leader has no room for improving him/herself. This is so because; he or she feels to know more than others and thus finds no importance in listening to others (l) is overconfidence of him-self or her-self about his/her work but others do not approve of his abilities because; they perceive that his/her abilities are not there for the good of others. Hence, his/her abilities are judged as poor (DuBrin, 2012). While Covenant leadership can be said to be the opposite of narcissistic leadership whereby a leader acts in accordance to the covenant he or she has made with the team he or she is leading. Ogden & Meyer (2009) help with this by recalling that a covenant is a form of an agreement that clearly states the commitments and expectations of those bound by
According to author Patrick Lencioni, most companies experience some level of dysfunction within their company, with management staff and other employees. The Five Dysfunctions of a Team is a leadership fable of a company experiencing all five dysfunctions in one way or the other. Most companies have leaders, managers, or supervisors that make most of the major decisions for a business. The author discusses each of the five dysfunctions, which are absents of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results (pg. 188). The author uses a pyramid graph to show the different levels of the dysfunctions and how the leadership staff must review themselves and
The purpose of this essay is to address how leaders become toxic after their arrival to SF units and how unit cultures or individuals either correct or contribute to that development. Toxic leaders exist in all organizations and Special Forces units are no exception. Some arrive as toxic leaders and some develop toxic leadership characteristics after joining the Regiment. The Special Forces Qualification Course (SFQC) does a good job of properly evaluating those leaders who exhibit toxic qualities and either correcting those characteristics or purging those individuals from the course. Those toxic leaders that manage to complete the SFQC and join the SF Regiment, by and large, are identified quickly and through proper evaluation and counseling
The distinctions and interrelationships of Psychology and Business pose important questions and deepen our understanding and potential for solutions and breakthrough ideas. Being Wrong by Kathryn Schulz is about our obsession with being right and how the relationship of error and transformation can teach us about who we are. Good To Great by Jim Collins analyzes the histories of twenty-eight companies discovering the key elements of greatness and why some companies make the leap and others do not. The challenges individuals face when they err are vital towards their understanding of the importance of searching and learning from our mistakes. The internal, emotional component of disparity, surprise, confusion, embarrassment, amusement, anguish, remorse, and delight may result from wrongness, but the force to face up to error is ours alone. By studying every area of management strategy and practice, Collins believes the transition from good-to-great lies within having the right people who will do the right thing to deliver the best results for the common good of the company. Level 5 leaders are ambitious, disciplined, and diligent but “first and foremost for the company, not themselves” (Collins 39). Error is central to our lives and “our mistakes are part and parcel of our brilliance” (Schulz 121). One must “face up to [their] wrongness in the faith that, having learned something, [they] will get it right the next time” (Schulz 339). “Managing your [individual] problems [by confronting error] can only make you good where as building your opportunities [based on the mistakes one has made] is the only way to become great” (Collins 59). Acceptance, openness, and reliance of oneself offer the potential of one to evolve into a Level 5 ...
“Dark side” leadership can cause significant harm to the organization and its members, yet individuals with these tendencies still reach positions of power since dark side characteristics are hard to detect and easy to overlook. Dark side characteristics is describe as undesirable characteristics that affect the relationship between supervisors and followers and his or her success at creating a cohesive team (Hogan, Curphy & Hogan, 1994). They can include characteristics such as narcissism, Machiavellianism and psychopathy (Harms, Spain & Hannah, 2011), moderate and functional versions of personality disorders (Hogan & Hogan, 2001) or more exaggerated form of bright side traits (Kaiser, LeBreton, & Hogan, 2015). However, these features are
For example, Einarsen et al. (2007) profess a leader 's behaviour is the principal outcome which influences an organisation and factions. It can be argued that their description fails to take account of the four factors that define leaderships. Firstly, it fails to address the surrounding and environment factors; these behaviours are known to influence precisely market competitiveness or organisational quandary (Kellerman, 2004). Secondly, the definition fails to take account of personalities which directly affect the behaviour of a leader (Hogan and Hogan, 2001). Thirdly, the motivation and relationships of a leader are ignored (Wren, 1995) and finally, it fails to address that individual traits such as self-importance and allure correlated with the dark side of leadership may occur from a negative or advantageous conclusion for an organisation. (Padilla, Hogan, and Kaiser, 2007) Therefore, to improve these critiques, it is suggested the dark side of leadership is an ongoing pattern of behaviour that is a result of adverse effects demonstrated through the interaction of a leader and a follower where the follower’s satisfaction is hindered by the leaders’ misuse of power and
Einarsen (2007) defines destructive leadership as a systematic and repeated set of behaviours by a leader that have significant negative impact in the organization or employee outcome as perceived by subordinates. This represents the dark side of leadership as researched by Hogan and Hogan (2001). The taxonomy of destructive leadership represents toxic leadership (Lipman-Blumen, 2006), abusive supervision (Tepper, Carr, Breaux, Geider, Hu &
Narcissism in the Workplace Have you ever had the pleasure of working with an individual who was completely full of themselves? This person loved to be the center of attention and the topic of every subject, had extravagant dreams and considered themselves to be a person of many talents. This same person believed that they were a better leader than you would ever be and had no problem telling you that. He or she thought that the best way to gain the admiration of others and receive confirmation of their authority was by “talking down” to those who threaten them. The qualities that I mentioned are all common traits of a narcissist.
Organizational leaders across the world need to be self aware of their own negative leadership behavior in order to improve and combat the issue. Most leaders have been promoted or hired into their management roles because they are highly competent and have proven themselves to be successful (Brusman, 2011). In general, negative leadership behavior is the result of poor communication skills and lack of emotional intelligence on the part of the leader (Brusman, 2011). In order for a leader to improve their negative leadership behavior they need to realize when they have made a mistake and strive to not make the same mistake twice.