ICLD 3.8 Toxic Leadership: Discussion Board

17 Comments

• So much has been stated about toxic leaders that is so true. They are the true disease and killer of an organization. Somehow the same people repeatedly get promoted and they are truly the weakest performers in an organization. They can play the politics well and its truly about their agenda. They don’t value others knowledge and ideas. Because they see themself as better and you are easily replaceable. Toxic leaders will often make veteran employees feel pushed aside. Many good employees, those who were once very productive, will do the bare minimum or just leave. Why would anyone want to do hard work when they don’t feel valued or have trust in leadership.
  So, what do you do to balance this. As it was said and has been discussed. We must stay true to who we are. When we stay true to our values and don’t let bad leaders change us, we rise above. We then don’t react to their negative actions and energy. We don’t let their actions control our reactions. How do we do this but not reacting emotionally! This is easier said than done at time. But you can help effect change as an example to others just by your own behavior and not allowing yourself to emotionally react is a big thing.

• Rhonda Martin does a great job explaining what it takes to truly be a good leader by highlighting good leaders must be good followers initially. This is an important step for all people in any position. No one knows everything without experience and knowledge input from others guiding and showing them first. I think often times toxic leaders forget where they come from in this aspect, forgetting how to follow completely. As mentioned in the module by Sam Walton, “None of us know more than all of us”. It takes a team of people to make any organization great, and toxic leaders tend to forget this.

• What I have learned from this module and what I have seen firsthand is that toxic leaders often stay in law enforcement far longer than they should because they either appear well on paper, the administration is only focused on results, or they continue to deceive the right people. They know how to play politics, say the right things to their superiors, and check off performance boxes. To their superiors, they seem competent and effective, but behind closed doors, they create a toxic environment where morale drops, trust disappears, and good officers leave. I used to say to people that those toxic leaders will behave when they are in the principal’s office.
  The people working under these leaders often suffer in silence, either out of fear or frustration. Toxic leaders don’t mentor, don’t build others up, and don’t care unless you can serve their personal agenda. They create a culture where people do just enough to survive, and in the long run, the agency suffers.
  Until departments stop rewarding surface-level performance and start valuing character, integrity, and team health, these types of leaders will keep rising. The fix starts with listening to the people working under them, not just the ones who read their reports. Protecting the culture sometimes means challenging those who seem successful on paper but are damaging the team in reality.

• I think most people at one time or another have worked for a toxic leader and they are all generally the same in their method. Like what was mentioned in the module regarding the 2010 Army study, toxic leaders are unconcerned with morale, nothing will sink an organization quicker that low morale, it disrupts relationships and productivity. It is also mentioned that they see subordinates as disposable, in our organization we have someone who would be considered on the verge of being toxic and not only is he a drain on the staff but trying to turn the ship around for management is also a challenge.

• This module provided a lot of good information about the characteristics and outcomes of toxic leadership. I’m sure at some point we have all had to deal with a toxic leader and have experienced how draining and frustrating it can be as they are often quick to keep promoting. In the lecture, Instructor Randy Watt had some good advice for working with toxic leaders that I think are extremely relevant. First is to always stay committed to your values. This is sometimes not easy particularly in face of adversity, it requires mental resilience and courage, but your values will strengthen you and keep you going even when things are hard. Second, do not react to the toxic leader – they are bullies who are rewarded by the discomfort of others. Rewards and punishment are often used to change behavior, it is important not to reward their toxic behavior and give them what they are after or it will make it worse in the future. And third, keep your emotions in check. Emotions are the enemy of good decision making.

  • i agree with your comment on staying true to your values, toxic leaders tend to move around to find the subordinates that are somewhat weaker in their values and confidence and feed off of that.

• Toxic leadership is a real problem that can have a significant impact on organizations. When leaders exhibit toxic behaviors, it can create a negative work environment that lowers morale and can even lead to decreased productivity. Toxic leaders can be abusive, manipulative, and create a culture of fear and mistrust within their teams.

  One of the most significant impacts of toxic leadership is the effect it has on morale. When employees are subjected to constant negativity and criticism, it can lead to feelings of self-doubt, anxiety, and even depression. This can lead to a lack of motivation, decreased productivity, and high turnover rates. Additionally, toxic leaders can create a culture of fear, where employees feel unable to speak up or share their ideas for fear of retaliation.

  Toxic leadership can also have a significant impact on an organization’s bottom line. When employees are unhappy and unmotivated, it can lead to decreased productivity, lower quality work, and increased absenteeism. This can result in missed deadlines, lost revenue, and even damage to the organization’s reputation.

  In conclusion, toxic leadership is a real problem that can have a significant impact on organizations. It is essential for leaders to identify and address toxic behaviors to create a positive work environment that fosters productivity, innovation, and employee satisfaction. By doing so, organizations can improve their bottom line and create a culture that supports growth and success.

  • Employees trapped under such toxic leaders often become some of the worst employees. Because they see that the admin doesn’t change and won’t fix the problem. They either develop paranoia to cover their own butts or decide that the bare minimum is enough, and there is no real team at the department. At best, sometimes the only thing that forms is a us vs them mentality towards the toxic leader and even the admin for allowing it to exist. Depending on who else is within the organization, and decides or attempts to go against the toxic leader, they must be prepared for a fight. It is almost inevitable that you will still lose if you are of a lower rank than that toxic leader. More than likely, you will then become blackballed, routinely slandered, and brought up in a possible negative light that a toxic leader will get a chance to portray you as.

    • This is so true. A veteran highly productive employee will quickly become a bare minimum employee. The then themself become toxic because of their mentality towards leadership and sharing and spreading their words and behavior among other employees. Moral is truly killed quickly, and the organization is truly effected.

  • I agree, toxic leaders do have a significant impact on an organization. You could argue their impact is as much if not more impactful than a great leader. These “leaders” are generally a cancer to an organization and hurt morale, staffing, and the general ethos of the organization. Fortunately, a good leader can recognize this and stay clear of these traits that toxic leaders exude. The last thing an organization wants it to be unsuccessful due to toxic leadership.

• The Ted Talk on Destructive Leadership by Rhonda Martin was an interesting take on this topic. She discussed how for people to be a good leader, they must be a good follower first. It’s an interesting theory that I’ve never really given much thought. She points out that there’s hundreds of classes and courses (much like this one) to teach leadership skills/methods, but no one is teaching how to be a good follower. She points out that good followers should serve the mission/goals, participate in transformation, and have courage to speak up to leadership when things aren’t right. Team work is an essential skill in the ability of followers and should be developed.

  Regarding toxic leaders, they tend to be self-centered and only looking out for their “numbers” rather than the good of the people and the organization. It eventually will destroy any agency. Good employees leaving are the canary in the coal mine and only mediocre unhappy staff will remain.

  • Thank you for sharing your thoughts on Rhonda Martin’s Ted Talk on Destructive Leadership. It’s great to see that you found the talk interesting and informative. Rhonda’s emphasis on being a good follower before being a good leader is indeed an exciting and thought-provoking theory. It’s true that teamwork is an essential skill for followers and should be developed.

    You’re right about toxic leaders being self-centered and only looking out for their “numbers.” Such leaders can cause a lot of damage to an organization, leading to the good employees leaving and only mediocre, unhappy staff remaining. It’s important to recognize and address such behavior before it causes any more harm.

  • I loved your analogy of good employees leaving being the canary in the coal mine. Unfortunately, as mentioned in the lecture, by the time the upper admins realize what is happening it is too late and the damage is done. It is very difficult to reverse this course once it is in full swing.

• It is hard to believe that toxic leaders are in so many different organizations still today. These individuals can ruin morale, disrupt productivity and essentially sabotage the agency’s mission. Watt advised that there are three ways an individual needs ensure they survive a toxic leader. First, stay committed to your values. Second, do not react to the toxic leader and finally always keep your emotions in check (2017). I could see how this could be very difficult at times, however, it is imperative to ensure you don’t destroy your own career in the process.
  Reference
  Watt, R. (2017). Toxic leaders. 3.8, Week # 11. National Command and Staff College. Retrieved from https://cloud.scorm.com/content/courses/NAGVXPB5E6/ToxicLeadershipcdf55361-7b5e-4ce5-b3c2-c54ed6c7aae1/3/index_lms.html

• Toxic leadership tears down its employees and subordinates more than I can count on. I have witnessed it first hand. A new supervisor changed the way they treated us since taking a new role and forgot where he came from. They disrespected us and would look down on us like they didn’t start in the same position.

  • I have to agree that many leaders forget what it is like to be in that position and the demands of the job everyday. Another thing that bothers me is when they assume that you are doing something but they have never observed you. However, it shouldn’t be surprising as these leaders don’t care for their members and are not worried about the damage the cause.

  • It’s very unfortunate, but I’ve run into this as well. Some people just can’t handle power and should not be in management positions. It will ruin an organization from the inside out. When staff are always having to walk on egg shells with everything they do and are micromanaged, it’s hard to show up for work and want to do anymore than the bare minimum.