Toxic Leadership The Organizational Culture and Toxic Leadership

Toxic Leadership 1 The Organizational Culture and Toxic Leadership Hector L. Rivera Perez May 8, 2012 Toxic Leadership 2 Abstract The purpose of this document is to provide a clear picture of what has recently been ladled as toxic leadership. Extensive documentation found in the enterprise, military and scholars sectors as well as direct observation are the basis for a full definition of the term and will also serve as the evidence to the devastating consequences this practice have in any given organization. Toxic leadership, while at times seems to be effective, in fact is destructive in nature and disrupts the establishment of a common-centered organizational culture (Gilbert, Carr-Ruffino, Ivancevich & Konopaske, 2012). Toxic Leadership 3 The Organizational Culture and Toxic Leadership In an organizational environment in which the leaders do not share decision making power with subordinates and workers do not feel valued, the workplace culture fosters a toxic organizational culture in which workers’ frustration and leaders’ incompetency are evident directly related. The culture will become one in which the workers do not have dedication to the organization or its mission because the leadership is incapable or unwilling to value and recognize their contribution or even the workers themselves as people. The results of this of the worker alienation are manifested in absenteeism, poor productivity, lack of participation in voluntary organizational events, decrease on work quality and other less desirable behaviors. This is detrimental to the good functioning of the organization as an entity and reflects the authoritarian, non-participatory, unappreciative, and personal goal driven nature of the toxic leader. What is toxic leadership? Toxic leadership is a harmful approach or destructive leadership style that negatively affects the people within an organization as well as the organization itself (Wilson-Starks. 2003) . Toxic leaders destroy creativity, innovation, enthusiasm and moral by micromanaging, over-controlling, withholding information, and even intimidating subordinates, or attempting so. The toxic leader is focused on personal goals and not those of the organization and more often than not become self-destructive (wordpress.com, 2012). Analyst Gillian Flynn describes the toxic manager as “the manager who bullies, threatens, yells. The manager whose mood swings determine the climate of the office Toxic Leadership 4 on any given workday. Who forces employees to whisper in sympathy in cubicles and hallways. The backbiting, belittling boss from hell. Call it what you want — poor interpersonal skills, unfortunate office practices—but some people, by sheer shameful force of their personalities make working for them rotten.” (Reed, 2004). The Army defines "toxic leaders" as "commanders who put their own needs first, micro-managed subordinates, behaved in a mean-spirited manner or displayed poor decision making." (The Washington Post, 2011). Toxic leadership refers to a process in which the destructive behavior and dysfunctional personal characteristics of a leader inflict serious and enduring harm on their followers, their organizations, and non-followers, alike. There is not one definite or specific characteristic or action that makes a toxic leader, a demanding and expressive leader is not necessarily toxic and the soft-spoken may at times be destructive; the multiple actions and attitudes that result in demoralizing, demotivating and eventually rendering the organization ineffective and harming its people is what determines who is a toxic leader. Toxic Leadership environment An organization with a toxic leadership environment is characterized for inefficient management of human resources where the personnel is dissatisfied and not dedicated to the goals of the organization. Such dissatisfaction is a result of mistreatment, unfair promotion system, lack of recognition, and ethical conflicts among other problems. In toxic work environment, personnel are often promoted for Toxic Leadership 5 unconditionally agreeing with their leaders and not based on their work quality or merits. Mediocre performance is rewarded because agreeing with the boss is considered “Loyalty” (Gilbert, Carr-Ruffino, Ivancevich & Konopaske, 2012). In the Army, the sarcastic phrase “Mess-Up and Move-Up” is common on describing this phenomenon, during my time in the corporate arena it was not unusual to hear workers say “act stupid, don’t ask and don’t forget the boss’ coffee and you’ll get their one day”. These conditions are mainly caused by toxic leaders and translate on high employee turnover rates, interdepartmental conflict, diminished productivity, increased operational costs, increased liability and risk and eventually the destruction of the toxic leader and even the entire organization. Five Basic Elements of Toxic Leadership According to experts some basic trends or elements are identifiable and common in most toxic leadership environment. Even when experts differ slightly on their assessment of the Toxic Leadership Elements, the following five can be found in most literature about the issue. 1. Exists along a continuum based on results, from mostly destructive to mostly constructive results, thereby underscoring that even bad leaders do some good and good leaders make some errors. Toxic leaders may at times be very successful, usually only a temporary success, and improve the organizations worth. However their action resulting in such improvement are motivated by reasons other than the common goals Toxic Leadership 6 of the organization and in most cases create some disassociation and confusion among the members of the organization ultimately resulting on an atmosphere of tension and discontent that eventually manifests on disruptive behavior. On the other hand, cooperative leaders may make the wrong decision in a particular issue or moment thinking they are doing what is best for the organization. These errors are usually minor and can be corrected with the willing cooperation of the entire organization. According to government, and political experts, President Obama’s decisions on actions to "help the environment at all costs" and to eliminate the Bush tax cuts clearly follow this path (CNN.com, 2008) (CNSnews.com, 2011). 2. It's associated with the interests of the leader and not the objectives of the organization. The toxic leader primary goal is self-benefit. They look for recognition, personal financial benefit or other alter motive when making a decision. The actions of executives on the Global Enterprise and Enron Scandals are evidence of how toxic leadership can destroy successful organization. In the US Army, toxic leadership has a deeply negative impact. The actions of toxic leaders in the armed forces put in jeopardy the lives of Soldiers and the American way of live (ArmyTimes, 2012). The cases of some commander relieved actions are evidence of the existence of such toxic leaders in the Army and the consequences of their actions. The case of COL Frank Zachar is a very good example and shows how the Army is serious about eliminating Toxic Leadership 7 toxiv leaders from its ranks. Soldiers of his command expressed their discontent in anonymous writing, here some extracts from those letters: “He was a monster to work for, unless you were one of his favorites.” “He took a perverse joy in making life absolutely miserable. It was disgusting and disheartening to experience.” “Zachar ran his troops into the ground, every morning I would wake up saying to myself ‘today is going to suck’ ” (wordpress.com, 2011). 3. Eventually involves coercion and force since it's so focused on leader selfinterest. Toxic leaders’ manipulative techniques often include coercion and intimidation. These practices are by definition illegal and destructive, can even be considered a form of terrorism. The actions of leaders like Hitler, Osama Bin Laden, WorlCom’s Bernard Ebber, and SSG Enoch Chatman clearly demonstrate the manipulative, amoral and inhumane nature of toxic leaders (Army Times, 2010). Intimidating subordinates with treats of unfavorable actions and isolation, using their power to exercise authority by virtue of position and power rather than merits, attempting against the wellbeing of subordinates and followers, and even murdering to strike fear are some of the actions of these toxic leaders (Lipman-Blumen, 2004). 4. Principally manifested in the negative outcomes of the group when compared to the performance of rivals or competitors. Toxic leadership strips a group of their team spirit resulting on poor Toxic Leadership 8 performance. The actions of these toxic leaders negatively affect the collective performance of the organization affecting the quality of life of its members and the accomplishment of the institution’s goals and objectives (Wood & Rzewnicki, 2008). 5. It requires the involvement of susceptible followers and conducive environments. Toxic leadership cannot exist in a vacuum, and is not about the individual, it is the result of the interaction between a destructive leader, easy to manipulate followers and appropriate environmental and cultural conditions (Padilla, Hogan & Kaiser, n.d.). The existence of these elements may not be obvious in all cases, however the devastating consequences of such behavior is evident in today’s corporate, government, social and even military community. The Causes of Toxic Leadership Toxic leadership is the result of several factors in today’s organizational environment. Toxic leaders are in some cases created by inappropriate mentorship that leads to operate under a faulty definition of leadership. These leaders operate under the assumption that a strong arm is needed to influence others, even if it takes intimidation. These leaders do not realize that their actions of micromanaging and abuse are detrimental to the good business practices of the organization. Toxic Leadership 9 The lack of experience and confidence is another reason for toxic leadership. Promoting or selecting personnel for a manager position based on the urgent need of a particular activity for a lead individual and considering financial restrains often results in selecting less qualified personnel. This is the case on recent advanced promotions in the Army based on the accelerated combat up-tempo as well as selection of personnel in corporations without a detail study of the candidates (Wilson-Starks, 2003). Another factor is the desire to satisfy personal goals combined with a distorted definition of leadership and leadership principles. Some leaders see their position as the opportunity to achieve their personal goals and loos site of the organizational goals. These leaders have poor interpersonal skills and are primarily moved by self-interest. For example a Soldier with the opportunity to take advantage of the situation to advanced his military career may turn into a toxic leader as in the case of COL Zachar and SSG Chatman, previously presented in this paper. Other examples of this are evident on the actions of Hitler, Bin Laden, and Ebber. Characteristics of a Toxic Leader The characteristics of toxic leaders vary depending on the particular situation, however, the following are some of the most noticed common identifiers of a toxic leader (wordpress.com, 2012):    Do not allow a free and frank flow of open thinking and ideas Destroy trust Promote themselves at the expense of their subordinates Toxic Leadership   10 Criticize subordinates without considering long-term ramifications Cripple the confidence of subordinates; thus derailing other potential leaders    Cause retention to suffer among the brightest and most talented personnel Negatively impede efficiency and effectiveness throughout the workplace Demonstrates incompetence, malfunctioning, egotism, arrogance and lack of integrity  Lack ethical and moral values Consequences of Toxic Leadership The consequences of toxic leadership may vary depanding on the particular situation and circumstances. In the Army the actions of toxic leaders may lead to mutiny and even death in the worst cases. In lesser cases this practice has a devastating demoralizing effect eroding trust, reducing forces effectiveness, capabilities, commitment and retention, and disrupting effective communication (Steele, 2011). In the corporate world as well as the military and government sectors this humiliating, and belittling destroys creativity and collaboration. Public embarrassment and harassment leads to mental, emotional and behavioral issues with subordinates. Issues of depression, fear, sabotage, absenteeism and inadequacy are also often experienced by subordinate. These negatively affect productivity and the healthy development of the organization. Ultimately can lead to the destruction of the Toxic Leadership 11 organization and the leader and result on legal and civil actions by local, national and international authorities agaist the leader and the organization (Parker, 2010). Is it possible for a Toxic Leader to Become a Cooperative Leader? The change is not an easy one but it is possible in some cases for these leaders to adjust their behavior. This requires for the leader to recognize his/hers shortcomings and the need for improvement. Superiors and subordinates to the toxic leader need to recognize the leader’s negative impact on the organization and be willing to openly confront the leader and offer solutions and assistance. Upper management needs to get involved and provide positive mentorship and monitoring. The process will take real commitment from the leaders, the subordinates and superiors. Proactive counseling and effective communication is also required (Reed, G, 2004). Accomplishing such transformation will prove beneficial to subordinates, peers and seniors alike as well as the transformed leader. This will translate in success for the organization as an entity, and the accomplishment of the mission. It also will improve safety, productivity and stability ratings for the organization. Toxic Leadership 12 References Armt Times, (2010). Staff sgt. convicted of cruelty in Iraq. Retrieved June 24, 2012, from: http://www.armytimes.com/prime/2010/01/ap_army_cruelty_conviction_011810/ Armt Times, (2012). Army wants to rid top ranks of toxic leaders. Retrieved June 24, 2012, from: http://www.armytimes.com/news/2011/07/army-wants-to-rid-ranks-oftoxic-commanders-073111w/ CNN.com, (2008). Obama Says He Will Bankrupt Coal Plants.Retrieved June 22, 2012, from: http://ireport.cnn.com/docs/DOC-133046 CNSnews.com, (2011). Obama: ‘We Would Not Be a Great Country’ Without Gov’t Entitlements. Retrieved June 23, 2012, from: http://cnsnews.com/news/article/obama-we-would-not-be-great-country-withoutgov-t-entitlements Gilbert, Carr-Ruffino, Ivancevich & Konopaske, (2012). Toxic Versus Cooperative Behaviors At Work: The Role Of Organizational Culture And Leadership In Creating Community-Centered Organizations. International Journal of Leadership Studies, Vol. 7 Iss. 1, 2012, 29-47. 2012 School of Global Leadership &Entrepreneurship, Regent University Lipman_Blumen, J, (2004). The Allure of Toxic Leaders. Retrieved June, 26, 2012, from: http://www.economist.com/media/globalexecutive/allure_of_toxic_leaders.pdf Padilla, Hogan & Kaiser, (n.d.). THE TOXIC TRIANGLE, Destructive Leaders, Vulnerable Followers, and Conducive Environments. Retrieved June 26, 2012, from: http://www.mendeley.com/research/the-toxic-triangle-destructive-leaderssusceptible-followers-and-conducive-environments/ Toxic Leadership 13 Parker, C., (2010). Detoxing Corporate America. Retrieved June 28, 2012, from: http://www.slideshare.net/christyparker/detoxing-corporate-america Reed, G, (2004). Toxic Leadership. Retrieved June 22, 2012, from: http://www.au.af.mil/au/awc/awcgate/milreview/reed.pdf Steel, J., (2011). Antecedents and consequences of toxic leadership in the U.S. Army: A two year review and recommended solutions. Retrieved June 28, 2012, from: http://usacac.army.mil/cac2/Repository/CASAL_TechReport20113_ToxicLeadership.pdf The Washington Post, ( 2011). Army worries about ‘toxic leaders’ in ranks. Retrieved June 28, 2012, from: http://www.washingtonpost.com/national/nationalsecurity/army-worries-about-toxic-leaders-inranks/2011/06/25/AGThw4kH_story.html Wilson-Starks, (2003). Toxic Leadership. Retrieved June 6, 2012, from: http://www.transleadership.com/ToxicLeadership.pdf Wood & Rzewnicki, (2008). Management Faculty offer Remedies for Protecting against Toxic Leadership. Retrieved June 26, 2012, from: http://poole.ncsu.edu/indexexp.php/news/article/management-faculty-offer-remedies-for-protecting-againsttoxic-leadership/ wordpress.com, (2011). Is the Army Finally Getting Serious About Toxic Leaders? Retrieved June 24, 2012, from: http://irondice.wordpress.com/2011/01/12/is-thearmy-finally-getting-serious-about-toxic-leaders/ wordpress.com, (2012). Command Performance Leadership. Retrieved June 19, 2012, from: http://commandperformanceleadership.wordpress.com/2012/02/09/toxicleadership/