THE TOXIC LEADERS

IMPACT ON FOLLOWERS
AND ORGANIZATION
Kateryna V. Ligon, Ph.D.
Assistant Professor of Business, Central Baptist College, Conway Arkansas
Introduction
This presentation is focused on
Conceptualization of destructive or toxic leadership
through the prism of the toxic triangle leadership model
that includes analysis of the destructive leader,
susceptible followers, and the context that helps form
toxic leadership.
Five outcomes of destructive leadership in the
organizational context.
Mutual engagement model of leadership as preventive
measure to toxic leadership eruption.
Destructive or Toxic Leadership

The systematic and repeated behavior by a leader, supervisor or manager

that violates the legitimate interest of the organization by
undermining and/or sabotaging the organization's goals, tasks, resources, and
effectiveness and/or the motivation, well-being or job satisfaction of
subordinates" (Einarsen, Aasland, & Skogstad, 2007, p. 208).
Cost of Toxic Leadership Schyns and Schilling (2013)

23 billion dollars estimated cost

turnover

missed work
decreased effectiveness

Affecting 13.6% US workforce

The Toxic Triangle Padilla, Hogan, and Kaiser (2007)
Five Consequences of Toxic Leadership
Lack of open communication and information exchange
(Kelley, 1992; Tost, Gino, & Larrick, 2013)

Decreased job satisfaction

(Ashford, 1997; Carlson, Ferguson, Hunter, & Whitten, 2012; Maier, 1967;
Tepper, 2000)

Conflict between work and family roles

(Carlson et al., 2012; Davis & Scott, 2006; Tepper, 2000)

Decreased follower motivation and organization outcomes

(Lorinkova, Pearsall and Sims, 2013)

Widespread of organizational bullying

(Boddy, 2005)
Preventing Toxic Leadership
Organizational Initiatives to:
Establishment of vertical organizational structure and two way
open communication (Ashforth,1997; Tost et al.,2013)
Focus on long term performance versus short term (Lorinkova et al.,
2013)
Fulfillment of employees needs prior to customers needs (Bolman &
Deal, 2008)
Cultivation of organizational trust, high ethics and morale (Kelley,
1992)
Resource investment in develop effective, courageous, and
exemplary followers (Chaleff, 2009; Kelley, 1992; Rost, 1995)
Construction of collaborative organizational process through
synergy between leadership and followership (Ligon, 2015)
Cultivation of transparent organizational culture (Avolio & Reichard,
2008; Lipman-Blumen, 2006, Kellerman, 2008; Oc & Bashshur, 2013 ).
Mutual Engagement Leadership Model
Promotes (Ligon, 2015)
High follower engagement in
organization
Embracement of followers
development Followers Leader

Culture of open communication,

high collaboration and
empowerment
Diversity and equity
Trust, ethics, and morale
High organizational outcomes

Context
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