**Author details**

In case organizations do not have mechanisms to monitor toxic leadership behaviors, they can seek professional intervention by external counselors for helping the victims and also reeducating the deviant leaders. Even if after multiple warnings the behavior has not changed, HR must decide what to do. If the person has skills useful to the company and is a good worker, you may consider transferring him/her out of a managerial position but keep him/her in the company. Some people just do not work well with others, but may blossom when working in a narrower sphere of interaction. The last option available with an organization, after the intervention and follow-up period, is to offer for the safe exit of the leaders responsible for

Once you have addressed your current toxic managers, you have to make sure that much do not spring up in future. To begin with, make sure job descriptions include treating employees in a gracious and appropriate manner. Clearly define the behaviors that will not be tolerated and hold them accountable for turnover. Vigilant monitoring and effective policies can alone

The ratio of toxic leaders to effective leaders is unbalanced and, thankfully, the majority of leaders are not toxic. LTG. Walter F. Ulmer estimated in an article entitled "Toxic Leadership" [46] that 30–50% of leaders are essentially transformational, while only 8–10% are essentially toxic. The unfortunate reality is that one toxic leader in an organization can do such incredible damage; he or she can bring down an entire culture without even realizing it. As one rotten

Leadership toxicity may be an omnipresent facet of organizations; however, it attracts far less consideration than it merits. It is inevitable that a pacesetter as a social personality always stays slanted to the vulnerabilities regardless of their position, professional and educational experience and capability. Many a times, the workplace culture and environments are what prompt leaders toward toxicity to some degree. Leadership toxicity is by all accounts an unavoidable

Toxic leadership may be portrayed as a silent killer as it positions leaders as invincible to sabotage, cease, and punish those who question such supremacy. In sum, toxic leadership is an expensive anomaly. It incapacitates individuals, groups and organizations, even nations. Neglecting to bargain unflinchingly with the multifaceted strengths that encourage our pas-

People and the organization define a nation. Toxic leadership could be held responsible not only for organizational but also for the kind of political and economic turmoil South Asia beholds in the present decade. Conflict in interest and intentions of senior leaders of nations and political catastrophes are results of toxicity in leadership. Alarming growth in terrorist organization is due to misguidance of present youth. Even though they are taught good leadership, toxic leadership is more appealing to the masses than the good leaders, be it because

part of organizational life undermining individual and organizational performance.

sive consent to toxic leaders will only endorse the decimation such leaders create.

eliminate huge percentage of the risk of toxicity development in an organization.

apple can spoil the whole basket, one toxic leader is enough for menace.

spreading toxicity.

**9. Importance and conclusion**

160 Dark Sides of Organizational Behavior and Leadership

Nivedita Singh1 \*, Santoshi Sengupta2 and Santosh Dev2

\*Address all correspondence to: nivedita.sh10@gmail.com

1 Jaypee Business School, JIIT, Noida, India

2 Department of Humanities and Social Sciences, Jaypee Institute of Information Technology, Noida, India
