**9. Importance and conclusion**

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

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 part of organizational life undermining individual and organizational performance.

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

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 they have such strong emotion for power that their energy pull followers into their wake or because they manage to fool people.

Before we conclude our chapter and let you free to observe and tackle the toxicity around, it must be borne in mind that toxic leadership is enormously treacherous not only to individuals that bear the brunt of it but also to the sustainability of the affected organization. It may not directly distress you but the ashes of the fire are surely going to bother you. Thus, make efforts not to let people showing traces of toxicity or dysfunctional behavior take charge of you and contaminate the organization, the society and the nation as a whole. Percolating and growing of such weeds should not be permissible in an organization under any state of affairs. Although, our chapter tried to assist you to assimilate the construct and clear out the hazy picture of the most menacing form of leadership, that is, toxic leadership, however, scope still persists to design/develop and implement specific methods and mechanism to identify, control and even eliminate toxic leadership behavior before it becomes the new culture of the organization. The basic objective of this chapter is to amplify awareness and promote positive social change within organizations. This may encourage and assist others to lend a hand to sufferers of toxic leadership and also minimize stress on their subordinates. This eventually will endow subordinates with proficiency to counter and make a toxic leader more accountable and ethical, which might in due course reduce the prevalence of toxic leadership and increase organizational success and well-being.
