**4. What stimulates a leader's toxicity?**

The overall literature available highlights one important aspect of toxic leadership and that is, in leadership study the focus is often on individual leaders rather than on the process assimilating both follower and the context. Although we need to probe individual antecedents before devising an antidote for toxicity in organizations, these behaviors do not happen in isolation. A look into the past of toxic leaders shows that they do not develop toxic tendencies in a day; in fact, their style evolved over a period of time. By now you must have realized the difference between toxic leader and toxic leadership. Click your refresh button and recollect that toxic leader is a person with dark and destructive personality traits but in order for toxic leadership to thrive, other conditions need to be met as well. According to the Padilla [4], "negative organizational outcomes are not only the product of dysfunctional leader behaviors but also susceptible followers and the contributing environment in which they interact." He termed it as, "toxic triangle." The three components of the toxic triangle and their interaction with each other determine the intensity of toxicity existing in the organization. Authors like Uhl-Bien et al. [23] have also held toxic triangle responsible for the germination of toxicity in a leader. With no further detailing, look for **Figure 2** to understand it.

of us, to create an illusion that we are the heroes and that we are amongst the chosen ones. We can be at the center of the action and thus inspired to join them. These illusions are the

Toxic Leadership: The Most Menacing Form of Leadership

http://dx.doi.org/10.5772/intechopen.75462

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There are also some psychological reasons that make us vulnerable to toxic leaders. We want immortality and to live forever, if not physically, then symbolically. So, if a leader can promise us that by joining his so-called noble vision or that imperative cause then we will be doing

One of the common reasons identified for the emergence of toxic leadership is perceived threat to the status, power and controls that may prompt toxic behavior in vulnerable leaders to sprout. The ambition to attain power and authority could also become an addiction for some leaders. Their personal agendas gain priority over the long-term welfare of the organization [24]. Impatient and grouchy leaders who are always on the verge of anxiety at workplace could also breed toxicity. These leaders develop a habit of throwing temper tantrums, often erratic behavior, shout, use abusive language, demean employees openly and make

The unquestioned supremacy can also be held responsible for sprouting toxicity in some rigid leaders ascending the organizational power ladder. The higher they ascend, the stronger is the impact and influence of their behavior. At such power positions, their inflated egos make them intolerable to others' views and ideas and are unpredictable. This, together with an obstinate narcissist personality, could make them ignorant of their own attitude as well as the

The bottleneck competitive corporate corridors sometimes turn into breeding ground for toxicity. Few dark leadership traits meddle with leaders' effectiveness in maintaining high-performing teams and efficiency in generating soaring bottom lines for organizations. Pressure is created on leaders for a profitable transformation in the organization. As exemplified by researchers, an extremely competitive environment tends to escalate the stakeholder pressures on corrupt behavior and justifies the emergence of the dark side of leadership. Lipman-Blumen [12] thus concluded that organizations could also become an incubator of toxic behavior, through counterproductive policies and practices, including unreasonable goals, excessive internal competition and cultures that encourage blame game. Thus, virulent strain by toxic leaders tax heavily on the creativity, innovativeness enthusiasm and sovereignty of

Difficult people flout rules and logic. Some are blissfully unaware of the negative impact that they have on those around them, and others seem to derive satisfaction from creating chaos and pushing other people's buttons. Either way, they create unnecessary complexity, strife and worst of all stress, sometimes compelling few to participate in counterproductive acts and

conduits through which toxic leaders reach in and grab us.

unreasonable demands.

something that will be memorable and engrave our name in history.

behavior that leads to dysfunctional outcomes to those around them.

the people around them aiming at the fulfillment of only the leader's interest.

others surrender to conform with the unethical, malicious acts.

**5. After effects of toxic leadership**

It indicates two kinds of a subordinate's contribution in the toxic triangle. A "colluder" happily follows toxic leaders because of similar worldviews and high ambitions whereas the "Conformers" adhere to such leaders to avoid incongruities for risk of reprisal.

From King Henry VIII to Jeff Skilling, the history of politics and enterprise is crammed with toxic leaders who emerged as slow poison for their organization. Blaming immoral leaders for their foibles is easy, although a toxic boss is difficult to find without their followers' compliance.

Prof. Lipman-Blumen [12] made an interesting point in describing the reason why we still continue to follow such destructive leaders. We not only tolerate but also even prefer and create a toxic leader. We always look up to some god-like figure human or divine to take care

**Figure 2.** Toxic triangle. Source: Padilla et al. [4].

of us, to create an illusion that we are the heroes and that we are amongst the chosen ones. We can be at the center of the action and thus inspired to join them. These illusions are the conduits through which toxic leaders reach in and grab us.

There are also some psychological reasons that make us vulnerable to toxic leaders. We want immortality and to live forever, if not physically, then symbolically. So, if a leader can promise us that by joining his so-called noble vision or that imperative cause then we will be doing something that will be memorable and engrave our name in history.

One of the common reasons identified for the emergence of toxic leadership is perceived threat to the status, power and controls that may prompt toxic behavior in vulnerable leaders to sprout. The ambition to attain power and authority could also become an addiction for some leaders. Their personal agendas gain priority over the long-term welfare of the organization [24]. Impatient and grouchy leaders who are always on the verge of anxiety at workplace could also breed toxicity. These leaders develop a habit of throwing temper tantrums, often erratic behavior, shout, use abusive language, demean employees openly and make unreasonable demands.

The unquestioned supremacy can also be held responsible for sprouting toxicity in some rigid leaders ascending the organizational power ladder. The higher they ascend, the stronger is the impact and influence of their behavior. At such power positions, their inflated egos make them intolerable to others' views and ideas and are unpredictable. This, together with an obstinate narcissist personality, could make them ignorant of their own attitude as well as the behavior that leads to dysfunctional outcomes to those around them.

The bottleneck competitive corporate corridors sometimes turn into breeding ground for toxicity. Few dark leadership traits meddle with leaders' effectiveness in maintaining high-performing teams and efficiency in generating soaring bottom lines for organizations. Pressure is created on leaders for a profitable transformation in the organization. As exemplified by researchers, an extremely competitive environment tends to escalate the stakeholder pressures on corrupt behavior and justifies the emergence of the dark side of leadership. Lipman-Blumen [12] thus concluded that organizations could also become an incubator of toxic behavior, through counterproductive policies and practices, including unreasonable goals, excessive internal competition and cultures that encourage blame game. Thus, virulent strain by toxic leaders tax heavily on the creativity, innovativeness enthusiasm and sovereignty of the people around them aiming at the fulfillment of only the leader's interest.
