TOXIC LEADERSHIP
Leadership and Organizational Climate: What’s style got to do with it? George Reed george.reed@sandiego.edu 619-260-7444
Points for discussion Relationship between leadership style and organizational effectiveness Energy theory Destructive leadership styles- toxic leadership Antidotes for toxic leadership
Reed’s 4-F Affiliation Theory
Funds Fun Fellowship Feeling
Tangible
Intangible
Leadership simplified
EL = f(L, F, S) Effective leadership is a function of the leader, follower, and the situation
Definitions
Organizational Leadership is an act of influence between at least two people in the pursuit of organizational goals or objectives. Leadership style is the pattern of behavior used by a leader as recognized by those who are led.
Does leadership style matter?
Organizational effectiveness is usually defined by near-term accomplishments. Where do we assess the long-term health of our company and the people in it? Is there a cost that must be paid for leaders with a destructive leadership style?
Ulmer’s 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
Energy theory continued
Free energy is essential for adaptive and creative response; individual and group learning. •Brainstorming •Experimenting •Coaching and mentoring •Individual and organizational learning Fixed energy might consume 60-70% of the total energy in a “good” organization. Fixed energy will displace free energy driving out learning and innovation.
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 units can be “run into the ground.� Sometimes systems of performance evaluation and selection does not distinguish between the two.
Safeguarding free energy
Leaders can set a personal example of willingness to listen to new ideas, review measurement systems and rethink old habits. Leaders should focus on creating an organizational climate that permits leaders at all levels to lead, build trust in all directions, and ensure there is enough free energy to foster innovation and adaptation.
Our people are our centerpiece
By people, I do not mean personnel. I do not mean “end strength.” I do not mean “percent of fill” or any of those other labels which refer to people as a commodity. I mean living, breathing, serving human beings. They have needs and interests and desires.
General Creighton Abrams
They have spirit and will, and strengths and abilities. They have weaknesses and faults. And they have names.
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.
Respect
It is possible to impart instructions and to give commands in such a manner and in such a tone of voice as to inspire in the soldier no feeling but and intense desire to obey, while the opposite manner and tone of voice cannot fail to excite strong resentment and a desire to disobey. The one mode or other of dealing with subordinates springs from a corresponding spirit in the breast of the commander. He who feels the respect which is due others cannot fail to inspire in them regard for himself; while he who feels, and hence manifests, disrespect toward other, especially his inferiors, cannot fail to inspire hatred against himself. Major General John M. Schofield, 1879
Definition of toxic leadership
An apparent lack of concern for the well-being of subordinates. A personality or interpersonal technique that negatively affects organizational climate. A conviction by subordinates that the leader is motivated primarily by self-interest.
The Band of Brothers by Steven Ambrose as quoted in “Toxic Leadership”
Anyone who has been in the Army knows the type… “He was the classic chickenshit. He generated maximum anxiety over minimum significance.” He had poor judgment, but his style is what gained resentment. He could not see the unrest and contempt that he was breeding in the troops. “You led by fear or you led by example. We were being led by fear.”
A cautionary note
Not all loud, demanding, and “large personality� supervisors are toxic. There is a time and place for almost any leadership style. The art is in matching the appropriate style to the context of a given situation. Self-awareness and adaptability are key traits
An organizational problem
Toxic leaders leave a wake in their path that extend long beyond their tenure. Superiors do not see or acknowledge the negative impact of toxic leaders.
Stress 90% of all physician’s office visits are ultimately stress related. Stress is linked to six of the leading causes of death: heart disease, cancer, lung ailments, accidents, cirrhosis of the liver and suicide. Chronic stress can result in: Anxiety Chest pains Diabetes Forgetfulness Irritability
Depression Irregular heartbeats Anexoria Panic attacks
Framberger, M. (2007) “Stress Management Strategies.” The Connection, (11), pp. 27-29.
We should ask Do we create toxic leaders? Do we tolerate them? What should we do about them? How many toxic leaders are in your organization?
Results and leader behavior
Positive Leader Behaviors
Poor Results
Good Results
Negative Leader Behaviors
Multi-faceted assessment (360)
Self-development tool versus evaluation Concerns •Pandering to subordinates •Lack of context for the leaders’ situation •Encourages subordinates to be critical The future •360 test at the National Training Center •Expanded use in schools
Questions/ Discussion
Additional Resources Henly, K. (June 2003). “Detoxifying a Toxic Leader,” Innovative Leader. Kellerman, B. (2004). Bad Leadership: What It Is, How It Happens, Why It Matters. Lipman-Blumen, J. (2006). The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians--and How We Can Survive Them. New York: Oxford University Press. Reed, G. (2004). “Toxic Leadership,” Military Review. Sutton R. (2007). The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t. New York: Warner Business Books. Whicker, M. L. (2006). Toxic Leaders: When Organizations Go Bad. New York: Doubleday.
Small group questions 1.
What mechanisms are in place in your organization to identify and deal with toxic leaders? Based on the information you’ve gained in the preceding presentation, what additional measures should be taken to minimize the impact of destructive leadership style in your organization?
2.
Dr. Reed suggested that a short term perspective toward goal accomplishment contributes to toxic leadership. List some means by which your organization might move from a short term focus to a consideration of the long term health and welfare of the organization and its members.
3.
Dr. Reed suggested that developmental measures are a good first step in dealing with those who have destructive leadership styles. Let’s say that you have someone who reports to you that demonstrates toxic leadership tendencies with his subordinates, but is otherwise a good performer. Where is the point at which developmental efforts should end and dismissal efforts should begin?
4.
If a friend who works in another area of the organization came to you and asked for advice in dealing with her boss who is described as having a destructive leadership style, what would you recommend she do?
What kind of leadership do they deserve?