Toxic Leadership

Saday Hasanli
Toxic Leadership
Ulmerʼs theory of organizational energy
• Organizations have a finite amount of human energy available.
• Fixed energy addresses routine tasks; essential for normal operations. • Formal training/
• Scheduled meetings/ • Compliance/ • Scheduled work/ • Reporting systems/
• Free energy is essential for adaptive and creative response; individual and group
learning. • Coaching and mentoring/ • Individual and organizational learning/
• Fixed energy might consume 60-70% of the total energy in a “good” organization.
Leadership and energy
• Some leaders impart energy and maximize potential. Good leaders add value.
• Some leaders, by virtue of their personality and style consume unit energy. Even high
performing organizations can be “run into the ground.”
• Sometimes systems of performance evaluation and selection does not distinguish

between the two.
Toxic Leaders
• Some in leadership positions have a

style that is so destructive that they not
only do not add value, they are a
detriment to their organizations.
Toxic Leadership
• It includes dark leadership types such as petty tyranny, abusive leadership, destructive leadership,
toxic leadership, workplace bullying, and narcissistic leadership.
• Toxic leadership was revealed for the first time in Whicker (1996) and defined them as vindictive,
malicious, restless and complaining personality traits (Whicker, 1996).
• Toxic leadership, which is called "destructive", "bully", "cruel" and "toxic" (Goldman, 2011),
includes these types of leadership because it also includes other negative leadership behaviors
(such as bullying, rude, destructive leadership) in the workplace. (Smith & Lowman, 2020; Yavaş,
2016).
Definition of Toxic Leadership
• Toxic leadership is a type of leadership that is destructive to members of a team and the overall
workplace. It’s a selfish abuse of power on the part of the leader. Under toxic leadership, it’s
difficult for you and your peers to thrive. A toxic leader will usually have their own self-interest at
heart. This affects a team's performance, productivity, and morale to varying degrees.
• Some leaders impart energy and maximize potential. Good leaders add value.
• Some leaders, by virtue of their personality and style consume unit energy. Even high-performing
organizations can be “run into the ground.”
• Sometimes systems of performance evaluation and selection does not distinguish between the
two.
Sub-dimension of TL
• The self-interested toxic leader uses his subordinates and business resources for their own
purpose and benefit and does what they want by creating fear. (Appelbaum & Roy-Girard 2007).
• The selfish toxic leader humiliates his followers and constantly humiliates them and bullies their
requests (Reed 2004).
• The invaluable toxic leader, on the other hand, makes his presence felt in every success, he does
not give the real success to the righteous one.
• The toxic leader, who exhibits a negative mood, always poisons the environment, which is very
malicious (Demir, 2020).
Impacts of toxic leadership
• Toxic Leadership and Organizational Trust Relationship - Toxic leadership behaviors deeply
affect both organizations and employees and can lead to negative outcomes (Schmidt, 2008). By
damaging intra-organizational communication, it decreases organizational trust and commitment
to the organization, decreases productivity, causes rumors, poisons the organizational climate and
leads to quitting (Walton, 2007).
• Toxic Leadership and Job Satisfaction Relationship - Toxic leadership causes many adverse
situations, including low job satisfaction. (Ghosh et al., 2011). It negatively affects the
sociological, physical and psychological health of employees, and adverse effects on well-being
(Too & Harwey, 2012).
• Toxic Leadership Behavior and Employee’s Silence - Toxic Leadership has a positive
impact on employee silence. TOXL behaviors are destructive to emotions, leading to
emotional exhaustion and employee Silence with in the organizational context (Ng &
Feldman, 2012).
• Toxic Leadership Behavior and Organizational Citizenship Behaviors- Employees

have been found to exhibit less OCB under a toxic leader (Podsakoff & MacKenzie,
1997; Zellars et al., 2002; Eatough, Miloslavik, Chu-Hsaing, & Johnson, 2011; Rafferty
& Restubog, 2011).
• Toxic Leadership Behavior and Turnover - Reed (2004) found a relationship between
decreased intent to stay with increased levels of toxic leadership. Steele (2011)
associated reduced morale and increased intention to leave with toxicity.
Solutions/Antidotes
• Name the problem (toxic leadership) and talk about it openly.
• Develop and select with an eye to leadership style, not simply short term effectiveness. •
• Hold supervisors responsible for the style of their subordinates.
• Implement climate assessments. Look for the weak signals.
• Evaluate the long-term health of the organization as well as the accomplishment of the short-
term goals.
• Have the hard discussions.
• Attack the problem from the top down.

Topic and Research Model
Intеrасtion bеtwееn Toxiс

lеаdеrship аnd
Сountеrproduсtivе Work
Bеhаvior in thе сontеxt of
dеmogrаphiс vаriаblеs of
еmployееs.
Hypothesis
•H1: Toxiс Lеаdеrship hаs а signifiсаnt positivе impасt on сountеrproduсtivе work

bеhаvior.
•H2: Dеmogrаphiс Vаriаblеs hаvе а modеrаtor impасt on thе rеlаtionship bеtwееn toxiс
lеаdеrship аnd сountеrproduсtivе work bеhаvior.
•Indеpеndеnt vаriаblе: Toxiс Lеаdеrship
•Dеpеndеnt vаriаblе: Сountеrproduсtivе Work Bеhаvior
•Modеrаtor vаriаblе: Dеmogrаphiс vаriаblеs
References
• Eatough, E. M., Miloslavik, S. A., Chu-Hsaing, C. & Johnson, R. E. (2011). Relationships of role stressors with
organizational citizenship: A metaanalysis. Journal of Applied Psychology, 96(3), 619-632.
• Goldman, A. (2006). High toxicity leadership borderline personality disorder and the dysfunctional
organization. Journal of ManagerialPsychology,
• Goldman, A. (2011). Demagogue to dialogue: An alternative to toxic leadership in corporate downsizings.

Organizational Dynamics,40(3),235—241.
•Rееd, G. Е. 2004. Toxiс lеаdеrship. Militаry rеviеw, 84, 67-71.
•Sсhmid, Е. А., Pirсhеr Vеrdorfеr, А. & Pеus, С. 2019. Shеdding light on lеаdеrs’ sеlf-intеrеst: thеory аnd
mеаsurеmеnt of еxploitаtivе lеаdеrship. Journаl of Mаnаgеmеnt, 45, 1401-1433.
•Sсhmidt, А. А. 2008. Dеvеlopmеnt аnd vаlidаtion of thе toxiс lеаdеrship sсаlе.
• Podsakoff,, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behavior and the
quantity and quality of work group performance. Journal of Applied Psychology, 82(2), 262-270.
• Rafferty, A. E. & Restubog, S. L. D. (2011). The influence of abusive supervisors on followers’ organizational
citizenship behaviors: The hidden costs of abusive supervision. British Journal of Management, 22, 270-285.
• Smith, N., & Lowman, I. F. (2020). Conflict in the workplace: a 10-year review of toxic leadership in higher
education, International Journal of Leadership in Education, 23(5), 538-551
• Steele, J. P. (2011). Antecedents and consequences of toxic leadership in the U.S. Army: A two year review and
recommended solutions.
• Whicker, M. (1996). Toxic leaders: When Organizations Go Bad, Quorum Books, New York, NY: Doubleday
• Yavaş, A. (2016). Sectoral differences in the perception of toxic leadership. Procedia - Social and Behavioral
Sciences, 229, 267–276.
• Zellars, K. L., Tepper, B. J. & Duffy, M. K. (2002). Abusive Supervision and subordinates’ organizational
citizenship behavior. Journal of Applied Psychology, 87(6), 1068-1076.
Thank you for
attention.

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Saday Hasanli

• Sometimes systems of performance evaluation and selection does not distinguish

• Some in leadership positions have a

• Toxic Leadership Behavior and Organizational Citizenship Behaviors- Employees

• Hold supervisors responsible for the style of their subordinates.

• Implement climate assessments. Look for the weak signals.

• Have the hard discussions.

• Attack the problem from the top down.

Intеrасtion bеtwееn Toxiс

•H1: Toxiс Lеаdеrship hаs а signifiсаnt positivе impасt on сountеrproduсtivе work

• Goldman, A. (2011). Demagogue to dialogue: An alternative to toxic leadership in corporate downsizings.

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