The toxic energy of a bad boss can spread through organisations – new research shows how serious it can be.
Articles on Toxic leadership
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When ‘yes men’ rise to the top, poor decision-making follows.
Toxic bosses inflict significant harm, and organizations must be more vigilant in their hiring, performance management and promotion practices.
While toxic CEOs may leave organizations, their style of leadership and the damage they leave behind have a long shelf life.
Is it time to put a moratorium on the meaningless word ‘leadership?’ In the business world, leadership now often simply means performing mundane managerial duties.
Effective organisations encourage self-control, good process, proper discussion and are more driven by growth mindsets than unrealistic performance metrics.
Ethical scandals at Uber and Fox have focused attention on the leaders of the organizations, but the problems of a toxic culture often embed deep within an organization.
Organisational psychopathy, generally known as toxic leadership, is common in the private sector. It’s emerging more often in the public space too.
There’s a widening global crisis in the legitimacy and credibility of leadership. It can be attributed to five sources: unable; unintelligent; immature; immoral and/or destructive leadership.
A leader with high contextual intelligence understands that they need the ‘right set of glasses’ to look at the world.
Three in ten leaders across the world are toxic. Toxic leaders destroy individuals as well as organisations, and affect the performance of a society and country.
Top contributors
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Former Professor and Head, Department of Industrial Psychology and People Management, University of Johannesburg
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Assistant Professor of Psychology and Human Resource Development, Villanova University
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Assistant Professor of Psychology, Villanova University
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Associate Professor, University of Cape Town
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Professor and Ken Croft Chair in Management, Haskayne School of Business, University of Calgary
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Postdoctoral Research Fellow in Management, UNSW
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Professor of Business Psychology, UNSW
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Professor of Management, Concordia University
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Adjunct Assistant Professor, Department of Psychology, University of Calgary
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Reader in Organisational Transformation and Teaching Innovation, Liverpool John Moores University
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PhD Candidate in Business and Law, Liverpool John Moores University
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PhD Candidate, RCSI University of Medicine and Health Sciences
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Professor of Coaching and Positive Psychology, RCSI University of Medicine and Health Sciences
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Lecturer in Organisational Psychology, Griffith University
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Professor Emeritus of Management and Organisations, Ross School of Business, University of Michigan
