**5. After effects of toxic leadership**

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

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

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'

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

a leader. With no further detailing, look for **Figure 2** to understand it.

152 Dark Sides of Organizational Behavior and Leadership

compliance.

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

"Conformers" adhere to such leaders to avoid incongruities for risk of reprisal.

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 others surrender to conform with the unethical, malicious acts.

A rational way to check the severity of toxicity in an organization is to estimate the dent on the culture of the organization. Statistical figure held toxic leadership responsible for 48% decrease in work effort and 38% in work quality. Another survey in 2017 by Life Meets Work consulting revealed some scary number as large as 73% turnover due to a toxic leader. It is reaffirmed time and again through various researches that the harmful after effects of toxicity may or may not seem prominent in short time but widens the dangerous ditch gradually over a period of time, claiming the very foundation of the organization. Such leaders mostly top the charisma list, therefore making it difficult to confirm their toxicity, which gradually surfaces with time. Perceived toxicity is individual specific; thus, a toxic leader for one may be a hero to another.

the deleterious effects a toxic leader have on individuals. This may not always be silent or solitary. The abused employee's tit-for-tat approach may persuade them to retaliate their supervisor's exploitation through aggressive and counterproductive work behavior. It will be mediated by a distorted leader-member exchange further soaring the turnover intentions of

Toxic Leadership: The Most Menacing Form of Leadership

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According to the theory of displaced aggressions [31], employees often tend to take out their anger on the organization, their subordinate and the colleagues when they cannot openly retaliate against the supervisor. The impact of power difference and their inability to face the

Toxic leaders tempt people to choose sides, although they have no other alternative than to comply with his orders than to perish from the system. They rule the system, so they oblige employees to "join his army or be ready to face it." Consequently, people plan to leave, raising the turnover rate in organizations. This puts extra financial burden on organizations for recruitment and training of new employees. Not to mention the inexplicable talent drain they face. But the remaining intrepid hovers are also not good news for the organization. Those are either conformers or colluders who might not be loyal and committed to organizational

Black [32] recently in his research concluded, "the experience of a toxic leadership is an institutional cancer with the high-propensity to metastasize, leaving destruction, poison, and scars in its path and beyond." It is an established fact now that the influence of toxic leadership is severely damaging and its effects are far beyond the subordinates, project goals and organization. It percolates deep into the very roots of society jeopardizing growth of a pro-

When the captain of a ship feels contented and inspired, he/she encourages his/her employees to take risk and innovate creating a blissful and engaging work environment. After going through pages-long discussion about such menacing form of leadership, few matters of concern surface from the corporate world. Working professionals breed certain myths about the

Really!! Can we? On a second thought "No," it is quite a challenging task. Such people are quite charismatic, witty and proficient in masking the toxicity for their advantage. Thus, it is sometimes not easy to make out from their overt behavior until you have spent quite long

**Myth 2**: If their behavior continues immoral and ruthless, subordinates would not accom-

Ahh! Is it possible always? Such critical pressure in corporate world leave subordinates with no choices. Owing to their pragmatic needs, insecurity and lack of courage, subordinates

**Myth 1**: We would easily identify if there is someone toxic in our team.

the dejected employee, confirms a doctoral dissertation on the subject by Singh [30].

abuser generates hatred and resentment, which finally affects the organization.

goals and success.

gressive nation.

time in industry.

modate them.

**6. Common myths about toxic behavior**

toxic leaders. Few could be listed as below:

The reality of physical and psychological damage to the vicinity of destructive leadership has been proved empirically and theoretically through many research studies in the past. The penalties at both subordinate and organizational levels are estimated by souring figures of counterproductive work behavior and employee deviance working under the aegis of toxic supervisor.

Webster [25] included reduced employee satisfaction and commitment reason for augmented employee turnover. Organizational cynicism is fueled by toxic leaders. Aloof and distant autocratic managers, who prefer self-promotion and impress upper-level management, contribute immensely to ruin the organizational culture and its human assets. The sycophant approach to leadership and management is a clever con game causing extensive damage that stagnates performance and morale within the organization.

As Ross et al. [26] indicated, toxic leadership takes a toll on both the mental and physical health of employees, in addition to an increase in counterproductive work behavior, coming to work late, resignation, or transfers.

An array of detrimental effect of toxic leadership has been discussed by few studies [5, 27, 28]. At an individual level, the effects are more prominent and deep. On top of the stack is decreased self-esteem and self-insight which raises their doubt on self-capabilities leaving them with feelings of low self-worth. Consequently, some psychological reactions are but obvious including sense of threat, distress or sense of betrayal, a sense of mistreatment and lower motivation, helplessness and burnout compelling them to voluntary quitting. A number of survey reports that about 90% of all hospital visits are majorly stress and related problems like that of heart diseases and if persistently exposed to stress, lethal diseases as cancer. An empirical study by Yen [29] affirms that an organization stuck with toxicity may appear normal and progressive externally but the inside story is alarming and full of chaos.

If such toxic behavior trickles down the organization through the culture, the so-called leader with no true leadership qualities would be the main contributor to the crisis. A person who is incompetent in his leadership role seizes support from culture of fear and chaos to control and bully his subordinates. This type of sadistic philosophy, aids such pretending pirates to endorse lack of knowledge of professional directions creating the dependency of subordinates for all the professional answers and directions. This control tactic creates great crisis in the organization.

Feeling of helplessness, no opportunity for participation in innovation, no professional sovereignty, abridged efficiency, lower job satisfaction, job insecurity leading to an array of psychological and emotional problems such as anxiety, depression and frustration are few amongst the deleterious effects a toxic leader have on individuals. This may not always be silent or solitary. The abused employee's tit-for-tat approach may persuade them to retaliate their supervisor's exploitation through aggressive and counterproductive work behavior. It will be mediated by a distorted leader-member exchange further soaring the turnover intentions of the dejected employee, confirms a doctoral dissertation on the subject by Singh [30].

According to the theory of displaced aggressions [31], employees often tend to take out their anger on the organization, their subordinate and the colleagues when they cannot openly retaliate against the supervisor. The impact of power difference and their inability to face the abuser generates hatred and resentment, which finally affects the organization.

Toxic leaders tempt people to choose sides, although they have no other alternative than to comply with his orders than to perish from the system. They rule the system, so they oblige employees to "join his army or be ready to face it." Consequently, people plan to leave, raising the turnover rate in organizations. This puts extra financial burden on organizations for recruitment and training of new employees. Not to mention the inexplicable talent drain they face. But the remaining intrepid hovers are also not good news for the organization. Those are either conformers or colluders who might not be loyal and committed to organizational goals and success.

Black [32] recently in his research concluded, "the experience of a toxic leadership is an institutional cancer with the high-propensity to metastasize, leaving destruction, poison, and scars in its path and beyond." It is an established fact now that the influence of toxic leadership is severely damaging and its effects are far beyond the subordinates, project goals and organization. It percolates deep into the very roots of society jeopardizing growth of a progressive nation.
