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Toxiska ledare är sådana som, genom avsiktliga negativa handlingar, främst för att gynna sinaegenintressen, har negativ påverkan på organisationen de arbetar på och organisationensanställda. Tidigare studier har fokuserat på länder med en ledarstil som skiljer sig mycket fråndet som finns i Sverige.Syftet med denna studie är att undersöka vilken inverkan toxiska ledare har på sina anställda och för att identifiera orsakerna bakom en ledares toxiska ledarskap i Sverige. Detta för att belysa effekten som toxiska ledare har på sina anställda och för att öka förståelsen kring ämnet. Studien använde en induktiv kvalitativ metod, bestående av sju semistrukturerade intervjuer med fackliga företrädare och experter inom ledarskap och kommunikation för attuppfylla studiens syfte. Efter genomförandet av intervjuerna applicerades Maslows behovshierarki för att analyserahur det toxiska ledarskapet påverkar individen. Efter det tillämpades social inlärningsteorin och investeringsmodellen för engagemang för att analysera de underliggande orsakerna till uppkomsten av ett toxiskt ledarskap. I studien etableras även en koppling mellan autokratiskt ledarskap och toxiskt ledarskap. Från intervjuerna identifierades det att anställda drabbas negativt av toxiskt ledarskap på fleranivåer, inklusive psykiskt, fysiskt, och socialt, vilket resulterar i minskad motivation och välbefinnande. Orsakerna till toxiskt ledarskap kunde delas in i personliga egenskaper hos chefen, såsom narcissism och maktbehov, samt externa faktorer som brist på tydlig auktoriteteller bristande resurser för att utföra ledarskapsrollen. Resultaten av studien visar att ett toxiskt ledarskap kan få förödande, och i mer extrema falllivshotande konsekvenser för organisationens anställda. Dessa konsekvenser sträcker sig från mindre allvarliga, som minskning av kommuniktation mellan anställda på arbetsplatsen och minskad produktivitet, till mer allvarliga konsekvenser som att anställda utvecklar depressionoch begår självmor, Toxic leaders are those who, through intentional negative actions, primarily to benefit their own interests, negatively impact the organization they work for and the organization's employees. Previous studies have focused on countries with a leadership style vastly different from the one found in Sweden. The purpose of this study was to examine the impact which toxic leaders have on their employees as well as identifying the causes behind a leader's toxic leadership in Sweden. The study used a qualitative method consisting of seven interviews with union representatives and experts in leadership and communication to fulfil the study’s purpose. The results of the study show that a toxic leadership can have devastating, and in more extreme cases life threatening, consequences on the organisation’s employees. These consequences range from less severe ones such as a decrease in casual conversations between employees at the workplace and a loss in productivity to more severe ones such as employees developing a depression and committing suicide. Furthermore, the results show that a leader can develop a toxic leadership due to aspects of their personality such as narcissistic tendencies or because of outside factors such as a lack of resources and knowledge.

Toxiska ledare är sådana som, genom avsiktliga negativa handlingar, främst för att gynna sinaegenintressen, har negativ påverkan på organisationen de arbetar på och organisationensanställda. Tidigare studier har fokuserat på länder med en ledarstil som skiljer sig mycket fråndet som finns i Sverige.Syftet med denna studie är att undersöka vilken inverkan toxiska ledare har på sina anställda och för att identifiera orsakerna bakom en ledares toxiska ledarskap i Sverige. Detta för att belysa effekten som toxiska ledare har på sina anställda och för att öka förståelsen kring ämnet. Studien använde en induktiv kvalitativ metod, bestående av sju semistrukturerade intervjuer med fackliga företrädare och experter inom ledarskap och kommunikation för attuppfylla studiens syfte. Efter genomförandet av intervjuerna applicerades Maslows behovshierarki för att analyserahur det toxiska ledarskapet påverkar individen. Efter det tillämpades social inlärningsteorin och investeringsmodellen för engagemang för att analysera de underliggande orsakerna till uppkomsten av ett toxiskt ledarskap. I studien etableras även en koppling mellan autokratiskt ledarskap och toxiskt ledarskap. Från intervjuerna identifierades det att anställda drabbas negativt av toxiskt ledarskap på fleranivåer, inklusive psykiskt, fysiskt, och socialt, vilket resulterar i minskad motivation och välbefinnande. Orsakerna till toxiskt ledarskap kunde delas in i personliga egenskaper hos chefen, såsom narcissism och maktbehov, samt externa faktorer som brist på tydlig auktoriteteller bristande resurser för att utföra ledarskapsrollen. Resultaten av studien visar att ett toxiskt ledarskap kan få förödande, och i mer extrema falllivshotande konsekvenser för organisationens anställda. Dessa konsekvenser sträcker sig från mindre allvarliga, som minskning av kommuniktation mellan anställda på arbetsplatsen och minskad produktivitet, till mer allvarliga konsekvenser som att anställda utvecklar depressionoch begår självmor, Toxic leaders are those who, through intentional negative actions, primarily to benefit their own interests, negatively impact the organization they work for and the organization's employees. Previous studies have focused on countries with a leadership style vastly different from the one found in Sweden. The purpose of this study was to examine the impact which toxic leaders have on their employees as well as identifying the causes behind a leader's toxic leadership in Sweden. The study used a qualitative method consisting of seven interviews with union representatives and experts in leadership and communication to fulfil the study’s purpose. The results of the study show that a toxic leadership can have devastating, and in more extreme cases life threatening, consequences on the organisation’s employees. These consequences range from less severe ones such as a decrease in casual conversations between employees at the workplace and a loss in productivity to more severe ones such as employees developing a depression and committing suicide. Furthermore, the results show that a leader can develop a toxic leadership due to aspects of their personality such as narcissistic tendencies or because of outside factors such as a lack of resources and knowledge.

This phenomenological study investigates the experiences of recently retired U.S. Army service members with toxic leadership. The study involved a sample of 10 participants, with data collection conducted through one-on-one, face-to-face interviews using semi-structured, open-ended questions. Interviews for the study were conducted face-to-face or through virtual platforms like Zoom or Microsoft Teams, with each session lasting no longer than 90 minutes. Data analysis employed a six-step thematic analysis method, with coding completed through NVivo after initial hand-coding. Findings revealed that the military culture, characterized by strict hierarchy and obedience, inadvertently fosters an environment conducive to toxic leadership. Participants reported that the lack of accountability for abusive leaders and the suppression of subordinates' voices enable toxic behavior. The study highlights the importance of recognizing and addressing toxic leadership within the military. Given the distinct and rigid nature of military rank structures and chain of command, altering an established hierarchy presents challenges. However, the research suggests that fostering leadership styles that highlight authentic and transformational qualities could lead to a more positive and professional military environment.

This study aimed to investigate, analyze, and illuminate the perception and experiences of elite male handball players on toxic leadership in sports. The sport handball was chosen as a study object with a phenomenological approach. 9 individual interviews were conducted with 9 different elite male handball players who play in 9 different clubs in Handbollsligan, the top male division in Sweden. The chosen leadership theory was the toxic triangle theory, which entails that there need to be three different dimensions to toxic leadership: the destructive leader, the susceptible followers, and the conducive environment. The results show that players have experienced toxic leadership. Three different aspects of toxic leadership were found and analyzed in this study. Firstly, destructive leaders exhibit abusive behavior, striving for personal power and manipulating other people within the organization. Secondly, players/followers who obey and conform to the leaders’ actions, experience negative emotions like anxiety, worry, and loss of self-esteem. Thirdly, the conducive environment that enables the leader’s destructive behavior has been discovered to be isolated, had a lack of communication, and was under the total rule of the destructive leader. In summary, this foretells the experiences of elite male handball players with toxic leadership.

This study aimed to investigate, analyze, and illuminate the perception and experiences of elite male handball players on toxic leadership in sports. The sport handball was chosen as a study object with a phenomenological approach. 9 individual interviews were conducted with 9 different elite male handball players who play in 9 different clubs in Handbollsligan, the top male division in Sweden. The chosen leadership theory was the toxic triangle theory, which entails that there need to be three different dimensions to toxic leadership: the destructive leader, the susceptible followers, and the conducive environment. The results show that players have experienced toxic leadership. Three different aspects of toxic leadership were found and analyzed in this study. Firstly, destructive leaders exhibit abusive behavior, striving for personal power and manipulating other people within the organization. Secondly, players/followers who obey and conform to the leaders’ actions, experience negative emotions like anxiety, worry, and loss of self-esteem. Thirdly, the conducive environment that enables the leader’s destructive behavior has been discovered to be isolated, had a lack of communication, and was under the total rule of the destructive leader. In summary, this foretells the experiences of elite male handball players with toxic leadership.

This paper examines the connection between toxic leadership and workplace incivility among teachers in the selected public senior secondary schools in Lagos, Nigeria. Using the stratified sampling technique, 1,274 respondents consisting of 98 principals, 196 vice-principals, and 980 teachers were selected from a total population of 20,243. A structured questionnaire was used to collect quantitative data. The Statistical Package for Social Science (SPSS) version 24.0 was used to analyse quantitative data, and the Pearson’s Product-Moment Correlation was used to test the hypotheses with the results shows that toxic leadership behaviour had a negative and non-significant correlation with teachers’ hostility in Lagos State senior secondary (r = -0.029, >0.05), and toxic leadership behaviour showed no significant correlation with teachers' withdrawal behaviour (r = 0.025, >0.05). The paper concludes that toxic leadership accounts for the derogatory treatment meted on teachers at work on Lagos State’s public senior secondary schools; and recommend the need for the Lagos State Education Districts to replace toxic leaders in schools with contemporary leadership styles that encourage team work and collaboration among teachers and allow participation in the process of decision-making.

Författare: Frida Pettersson & Julia Norgren Datum: 2022-05-24 Nivå: Kandidatuppsats, företagsekonomi, 15 HP Handledare: Annika Schilling Examinator: Mikael Lundgren Titel: ”En så kallad sjuk organisationskultur” - En kvalitativ studie som belyser hur organisationskulturen kan ligga till grund för att människor lämnar en organisation Syfte: Studiens syfte är att klarlägga hur innehållet i en organisationskultur kan påverka människor att lämna alternativt bli uteslutna ur en organisation. Metod: Studien behandlar fenomenet organisationskultur och tog med utgångspunkt i detkomplexa ämnet avstamp i en kvalitativ studie med en abduktiv forskningsansats. Studien har också tillämpat en fallstudiedesign där semistrukturerade intervjuer och kompletterande observationer varit den datainsamlingsmetod som nyttjats. Slutsats: Studiens resultat visar på att organisationskulturen är en bidragande faktor till att människor väljer att lämna alternativt blir uteslutna ur en organisation. Studien har belyst diverse strukturer inom organisationen som alla kan benämnas som tämligen ohälsosamma när man talar om organisationskultur. Vi kan med utgångspunkt i det konstatera att den ohälsosamma organisationskultur som idag präglar arbetsplatsen har bidragit till den höga personalomsättning och således också den exkludering som kommit att karaktärisera organisationen. Nyckelord: Ohälsosam organisationskultur, maktstrukturer, ohälsosamt ledarskap, frånvarande ledarskap, exkludering., Authors: Frida Pettersson & Julia Norgren Date: 2022-05-24 Level: Bachelor thesis, Business administration, 15 credits Advisor: Annika Schilling Examiner: Mikael Lundgren Title: “A so-called sick organizational culture” – A qualitative study that emphasizes how the organizational culture can be the reason behind why people are leaving an organization. Purpose: The purpose of this study is to clarify how the content of an organizational culture can affect people to leave or be excluded from an organization. Method: The study addresses the phenomenon organizational culture and on the basis of the complexity of the subject a qualitative study with an abductive research approach was chosen. The study also applied a case study design where semi-structured interviews and supplementary observations where the data collection method that was used. Conclusion: The result of the study shows that the organizational culture is a contributor to why people leave or become excluded from an organization. The study has elucidatedstructures within the organization that can all be described as rather toxic when talking about organizational culture. Based on that we can ascertain that the organizational culture thatdistinguishes the workplace today has contributed to the high staff turnover and thus also the exclusion which has come to characterize the organization. Keywords: Toxic organizational culture, power structures, toxic leadership, absent leadership,exclusion.

The purpose of this thesis is to determine if the toxic leadership model proposed by Padilla, Hogan, and Kaiser in 2007 is supported by data collected at the United States Naval Academy in 2018. Specifically, that when a subordinate ranks their leadership low due to toxic leader traits, they will have lower organizational commitment indicating a more conducive environment, and trust for their peers will be lower indicating that there are susceptible followers who are either conforming to the toxic leadership or colluding with the toxic leadership. The analysis of the data showed that there was a moderate correlation between the existence of a toxic leader and a conducive environment, even after accounting for susceptible followers. This correlation supports part of Padilla, Hogan, and Kaiser’s 2007 toxic leadership model, that when a toxic leader exists there also exists a conducive environment, specifically that subordinates identify less strongly with the institution. No correlation was found between susceptible follower and toxic leader or susceptible follower and conducive environment. Further study is recommended on this topic to clarify whether a conducive environment allows a toxic leader to manifest, or if a toxic leader contributes to and creates a conducive environment., Lieutenant, United States Navy, Lieutenant, United States Navy, Approved for public release. Distribution is unlimited.

Författare: Frida Pettersson & Julia Norgren Datum: 2022-05-24 Nivå: Kandidatuppsats, företagsekonomi, 15 HP Handledare: Annika Schilling Examinator: Mikael Lundgren Titel: ”En så kallad sjuk organisationskultur” - En kvalitativ studie som belyser hur organisationskulturen kan ligga till grund för att människor lämnar en organisation Syfte: Studiens syfte är att klarlägga hur innehållet i en organisationskultur kan påverka människor att lämna alternativt bli uteslutna ur en organisation. Metod: Studien behandlar fenomenet organisationskultur och tog med utgångspunkt i detkomplexa ämnet avstamp i en kvalitativ studie med en abduktiv forskningsansats. Studien har också tillämpat en fallstudiedesign där semistrukturerade intervjuer och kompletterande observationer varit den datainsamlingsmetod som nyttjats. Slutsats: Studiens resultat visar på att organisationskulturen är en bidragande faktor till att människor väljer att lämna alternativt blir uteslutna ur en organisation. Studien har belyst diverse strukturer inom organisationen som alla kan benämnas som tämligen ohälsosamma när man talar om organisationskultur. Vi kan med utgångspunkt i det konstatera att den ohälsosamma organisationskultur som idag präglar arbetsplatsen har bidragit till den höga personalomsättning och således också den exkludering som kommit att karaktärisera organisationen. Nyckelord: Ohälsosam organisationskultur, maktstrukturer, ohälsosamt ledarskap, frånvarande ledarskap, exkludering., Authors: Frida Pettersson & Julia Norgren Date: 2022-05-24 Level: Bachelor thesis, Business administration, 15 credits Advisor: Annika Schilling Examiner: Mikael Lundgren Title: “A so-called sick organizational culture” – A qualitative study that emphasizes how the organizational culture can be the reason behind why people are leaving an organization. Purpose: The purpose of this study is to clarify how the content of an organizational culture can affect people to leave or be excluded from an organization. Method: The study addresses the phenomenon organizational culture and on the basis of the complexity of the subject a qualitative study with an abductive research approach was chosen. The study also applied a case study design where semi-structured interviews and supplementary observations where the data collection method that was used. Conclusion: The result of the study shows that the organizational culture is a contributor to why people leave or become excluded from an organization. The study has elucidatedstructures within the organization that can all be described as rather toxic when talking about organizational culture. Based on that we can ascertain that the organizational culture thatdistinguishes the workplace today has contributed to the high staff turnover and thus also the exclusion which has come to characterize the organization. Keywords: Toxic organizational culture, power structures, toxic leadership, absent leadership,exclusion.

The purpose of this qualitative phenomenological study was to understand the lived experience of personnel adversely impacted by toxic leadership. This topic is important to study because the harassment, bullying, and narcissistic behavior exhibited by toxic leaders and negative environments have severe adverse implications for personnel, such as reduced accomplishments, mental health, lack of trust, and overall wellbeing. In order to further understand the phenomenon, the following research questions guided the study: (a) What is the lived experience of personnel adversely impacted by toxic leadership? (b) How were the personnel impacted by the change in the culture and environment? (c) What was each person’s response to the change? (d) What was each person’s response to the toxic environment? The theory guiding this study was Weber’s leadership theory, which is where leaders can both positively and negatively impact subordinates. Social constructivism will be used to understand the participants’ lived experiences. The snowball sampling technique was used and resulted in 1,129 people completing the online survey and 29 people completing a semi-structured interview and submitting written statements of who they were before and after the lived. Pattern, theme, and content analysis was conducted to analyze the data. The research revealed that leadership, or what was defined as toxic leadership, was identified and prevalent in organizations by almost every single respondent. The narcissistic, harmful, and bullying behavior was normally followed by no response at all or support of the toxic manager by the organization. This resulted in further targeting by the toxic managers or followers and adversely impacted personnel’s short- and long-term mental, physical, and emotional health.

In the following essay, we examine how recruitment consultants avoid and prevent recruiting toxic leadership. To investigate this topic, a qualitative study was applied, where five recruitment consultants were interviewed in order to tell us about their experiences on the subject. These experiences were discussed and we noted that it is in certain parts of the recruitment process, where characteristics and behaviours are being dealt with, that are essential for our recruitment consultants to help them avoid toxic leadership. We compiled the empirical material in tables and could establish that some traits and behaviours that were repeated during the interviews are linked to toxic leadership. For example, when leaders are outspoken, mean and unsympathetic. These characteristics and behaviours can be distinguished by the recruitment consultants during the parts of the recruitment process called interviews, reference taking and testing. Furthermore, we discuss the recruitment consultants' perception regarding whether a leader is toxic or whether something toxic can be created depending on the context. From this discussion, we conclude that recruiters in the recruitment process find it easier to avoid something that is toxic rather than something that could possibly be toxic.

In the following essay, we examine how recruitment consultants avoid and prevent recruiting toxic leadership. To investigate this topic, a qualitative study was applied, where five recruitment consultants were interviewed in order to tell us about their experiences on the subject. These experiences were discussed and we noted that it is in certain parts of the recruitment process, where characteristics and behaviours are being dealt with, that are essential for our recruitment consultants to help them avoid toxic leadership. We compiled the empirical material in tables and could establish that some traits and behaviours that were repeated during the interviews are linked to toxic leadership. For example, when leaders are outspoken, mean and unsympathetic. These characteristics and behaviours can be distinguished by the recruitment consultants during the parts of the recruitment process called interviews, reference taking and testing. Furthermore, we discuss the recruitment consultants' perception regarding whether a leader is toxic or whether something toxic can be created depending on the context. From this discussion, we conclude that recruiters in the recruitment process find it easier to avoid something that is toxic rather than something that could possibly be toxic.

One of the elements of the social pollution phenomenon in the labour sphere, studied by the author in the framework of a long-term monitoring research project since 2013, is toxic leadership, which implies destructive relations between managers and their subordinates. Toxic managers undoubtedly have an adverse effect on an organization's economic, social and organizational efficiency, and the quality of employees' working life. Consequently, a thorough systemic understanding of this phenomenon needs to be gained, which will allow finding adequate management solutions. This study focuses on the conditions that contribute to the emergence of destructive labour relations between managers and employees, on the nature, forms and types of such relationships, and their negative effects on employees' physical and psychosocial well-being. The combination of quantitative (sociological survey) and qualitative methods (content analysis and narrative analysis) used by the author allows identifying the scale and depth of the issue under consideration. However, it should be noted that this study presents only an approximate picture of the adverse effects of toxic relationships in the workplace on employees' physical and psychosocial well-being, since it is based on the personal perception by the respondents of this kind of situations. The aggregate sample of respondents includes various employee categories in Russian organizations of different ownership forms and economy sectors. Despite noticeable differences in the respondents' evaluations, long-term monitoring will help to more accurately identify the characteristics and conditions that contribute to the emergence of toxic leadership as a factor of social pollution of labour relations, as well as to develop management tools to prevent the undesirable effects of destructive relationships in the workplace. © 15th European Conference on Management, Leadership and Governance, ECMLG 2019. All rights reserved.

Ever-growing business challenges emphasize the necessity for organizations to develop a competent workforce to achieve more stable and inclusive growth. Therefore, this study explored the ever-growing interest in expatriate workers to support organizational competitiveness. This study focuses on Uzbekistan, as its growing competitiveness is pressurizing leader-follower dyads and organizational innovation capabilities to improve productivity, reduce costs, and become more profitable. Workplace environments can be sensitive towards leadership behaviours that can adversely affect expatriates’ readiness for innovation. Therefore, this research study addressed the gap in empirical evidence within the leadership literature relevant to the interplay between toxic leadership and expatriates’ readiness for innovation. This qualitative descriptive study employed an explorative phenomenological cross-sectional design (n=10) into expatriates’ real-life experiences to understand the effects of toxic leadership on their readiness for innovation. The findings from the phenomenological study suggest that toxic leadership can adversely affect expatriate’s readiness for innovation. &nbsp

Ever-growing business challenges emphasize the necessity for organizations to develop a competent workforce to achieve more stable and inclusive growth. Therefore, this study explored the ever-growing interest in expatriate workers to support organizational competitiveness. This study focuses on Uzbekistan, as its growing competitiveness is pressurizing leader-follower dyads and organizational innovation capabilities to improve productivity, reduce costs, and become more profitable. Workplace environments can be sensitive towards leadership behaviours that can adversely affect expatriates’ readiness for innovation. Therefore, this research study addressed the gap in empirical evidence within the leadership literature relevant to the interplay between toxic leadership and expatriates’ readiness for innovation. This qualitative descriptive study employed an explorative phenomenological cross-sectional design (n=10) into expatriates’ real-life experiences to understand the effects of toxic leadership on their readiness for innovation. The findings from the phenomenological study suggest that toxic leadership can adversely affect expatriate’s readiness for innovation. &nbsp

This thesis is an exploration of leadership dimensions of academic organisational processes. It consists of four case studies, each presenting a leadership challenge. These studies of specific situations offer great opportunities to investigate the variety of leading that the academy contains. There is focus, not so much on the task but on the process in which the challenges are positioned, how they are understood and approached, and what action ensues. The cases also inform on individual circumstances as well as group and organizational situations, and there is an additional focus on personal and organizational developmental processes.Qualitative research methods have been used throughout the studies, for the purpose of reflection and understanding, rather than verifiable facts. The closeness of the case study to real-life situations and its almost infinite wealth of details provides the opportunity to develop nuanced view and theory of leadership in the academy. Thematic and narrative analyses, applied in these studies, give access to knowledge about sense-making and coping in the different leadership challenges. They also make it possible to sort out differences that matter in ideas and approaches to leadership embedded in the processes of these challenges.The findings from the four cases studies of this thesis show that (1) reflections on art and architecture may be conducive for stimulating innovative inclusive ways of conducting leadership development, (2) there are four different "rooms of leadership" at the university, which are all based on varying institutional logics, (3) formal leaders interpret and act in line with a particular sequence of episodes when dealing with destructive research leaders in their organization, and (4) there is a variety of types of disharmony influencing creativity in a long lasting research environment, and these can be managed with different strategies.Altogether, these studies show that the process dimensions of the four leade

Diese Studie befasst sich mit den Auswirkungen der Globalisierung auf die Indische Gesellschaft. Das erste Kapitel befasst sich mit der wachsenden gesellschaftlichen Unruhe in Indien und mit den Auswirkungen der Globalisierung auf die Armen. Das zweite Kapitel beinhaltet eine Reflexion über den Neo-Liberalismus, den Motor der Globalisierung. Das dritte Kapitel beginnt mit einigen wichtigen Impulsen aus dem Tamil ethischen Werk "Thirukkural", dem hinduistischen Epos der Bhagavad Gita und der Führungskonzeption von Gandhi. Dieses Kapitel bringt auch konkrete Beispiele von fünf unethischen (korrupten) Firmen-Chefs. Um den negativen Auswirkungen der Globalisierung zu begegnen, wird der Führungsstil des Heiligen Ignatius im vierten Kapitel vorgestellt. Dieses Kapitel bietet einen Einblick in die vorhandene Literatur zum Thema Führung. Das fünfte Kapitel befasst sich mit dem Ignatianischen Verständnis von Führung. Diese spezielle Führungsform orientiert sich an den folgenden drei Säulen: der Option für die Armen, Business als Segen, und am Ignatianischen „Magis“. Diese drei Säulen werden im fünften Kapitel vorgestellt. Die besondere Ignatianische Führungsform wird "Magis-Leadership" genannt. Das sechste Kapitel bietet dem ignatianisch orientierten Chef (CEO) als Hilfe eine Art Werkzeugkasten, eine Sammlung von zehn konkreten Anleitungen., This study deals with the impacts of globalization on the Indian society. The first chapter talks about the growing societal unrest in India and about the effects of globalization on the Indian poor. The second chapter reflects about neo-liberalism, the concept that operates as the engine of globalization. The third chapter begins with some leadership literature from the ancient Tamil ethical literature “Thirukkural”, the Hindu epic of Bhagavad Gita and also touches on the Gandhian concept of leadership. This chapter also gives concrete examples of five unethical corporate chiefs. To counter the bad effects of globalization, the leadership insights of Saint Ignatius are presented in the fourth chapter. The fourth chapter also gives a short panorama of the existing leadership studies. The fifth chapter concentrates more on Ignatian understanding of leadership. This special form of leadership is modelled on the three pillars - Of option for the poor, seeing business as a blessing and countering this unhealthy business world with Ignatian excellence. These are presented in the fifth chapter. This special form of leadership is brand-named as “Magis Leadership.” The sixth chapter offers the Ignatian CEO a toolbox a collection of ten characteristics as helps for the Ignatian CEO., submitted by Sahayaraj John Stanley, Abweichender Titel laut Übersetzung des Verfassers, Universität Innsbruck, Dissertation, 2016, OeBB, (VLID)996400

The paper discusses the assessment of precarious employment relations as one of the systemic factors of social pollution. The social pollution phenomenon in employment relations is caused by employers who use a strategy for the reduction of labour costs and toxic practices of human resource management. This paper presents the intermediate outcomes of a longitudinal study based on the methods of survey, involving workers of Russian companies in different sectors of economy. In 2014, authors conducted a pilot study in order to test the methodological tools for assessing social pollution in employment relations, which included assessing the degree of precarization. This pilot study also allowed the authors to verify the hypotheses of their research and to improve the tools for further application in the survey which was conducted in 2015 among the staff members of enterprises in the Sverdlovsk region. Thus, the authors have managed to identify the precarization-related toxic elements of employment relations in these enterprises, which damaged the physical health and psychosocial well-being of the employees. This study has also brought to light a number of current trends in the employment relations in the region. Although the research results are somewhat limited due to the fact that such observations should be made repeatedly over a long period of time, intermediary conclusions might also be of interest and could be used to search for ways of dealing with problems caused by the growing precarization on the level of individual enterprises as well as on the level of the whole region.

The paper examines the issue of assessing the extent of precarious labour relations considered by the authors as one of the systemic factors of social pollution. The emergence of the social pollution of the labour sphere is primarily caused by the aspiration of employers to reduce labour costs. It leads to an increasing spread of the use of toxic practices of the personnel management. This article presents the interim results of the monitoring study, implemented by the authors on the basis of the method which includes the sociological survey of the employees of Russian enterprises of different economic sectors. In 2014, the authors held a pilot study in order to test the methodological tools of the evaluation of social pollution level in labour sphere including the assessment of the degree of precarious labour relations as well as verification of the hypothesis of this research. Following the results of the pilot study, the sociological survey tools were improved. The survey took place in 2015 among workers of the Sverdlovsk region. The obtained results allow us to identify the toxic elements of labour sphere. These elements are associated with the precarious labour relations and have a negative impact on the physical and psychosocial health of employees. Also, we can make conclusions about the existing trends that reflect the qualitative characteristics of current changes in the relationship between employers and employees. The limitations of the presented results are conditioned by the fact that the monitoring assumes conducting annual surveys for a long period. However, the interim findings are of interest and can be used to find solutions of the problems caused by the increasing precarious labour relations both at the level of enterprise and at the level of regional power. © A. E. Fyodorova, V. S. Katashinskikh, Z. Dvorakova, 2016., Рассмотрены вопросы оценки степени прекаризации трудовых отношений. Представлены промежуточные результаты долгосрочного мониторингового исследования, реализуемого на основе методики, включающей проведение социологического опроса наемных работников российских предприятий разных секторов экономики. Проанализированы токсические элементы социально-трудовой сферы предприятий Свердловской области, связанные с прекаризацией трудовых отношений и оказывающие негативное воздействие на физическое и социально-психологическое здоровье работников.

Title: The thin line between toxic leadership and transformational leadership: stories of Steve Jobs Seminar date: 1 June 2016 Course: FEKH49, Degree Project Undergraduate level, Business Administration, Undergraduate level, 15 University Credit Points (UPC) or ECTS‐cr) Authors: Amanda Bengtsson, Malin Lindskog and Sofia Jörnlid Advisor/s: Sverre Spoelstra Key words: Steve Jobs, Toxic Leadership, Charismatic Leadership, Transformational Leadership and heroic leadership Purpose: The purpose of this thesis is to study the thin line between toxic and transformational leadership. To explore this, the case and the narratives of Steve Jobs have been chosen to study. We believe that there are both similarities and contradictions between the theories of transformational leadership and toxic leadership. For this reason we have chosen Steve Jobs, a business leader whom by many is regarded as transformational and charismatic, in certain approaches tends to be perceived as toxic or having toxic qualities as well. In this thesis therefore, we will investigate in what ways are Steve Jobs perceived and portrayed by the media as both a toxic leader and transformational leader. Methodology: The scientific approach in this study is a hermeneutic method, which means that the focus is on the process of interpretation and understanding. The empirical data will be interpreted through the theoretical framework and analysed using storytelling and narrative method. The empirical data will be analysed ontologically, which means that interpretation of the empirical data is based on the different ways in which the world can be viewed. Theoretical perspectives: The theoretical framework consists in particular of two main leadership concepts, first the notion of transformational leadership which focuses on leaders as something great followed by the second notion of toxic leadership which focuses on leaders are by definition bad and evil. We will also support these theories by presenting concept, Sammanfattning Examensarbetets titel: The thin line between toxic leadership and transformational leadership: stories of Steve Jobs Seminariedatum: 1a juni 2016 Ämne/kurs: FEKH49, Examensarbete kandidatnivå i Organisation och Ledarskap, 15 högskolepoäng Författare: Amanda Bengtsson, Malin Lindskog och Sofia Jörnlid Handledare: Sverre Spoelstra Nyckelord: Steve Jobs, toxiskt ledarskap, karismatiskt ledarskap, transformativt ledarskap och heroiskt ledarskap, Syfte: Syftet med den här uppsatsen är att studera den tunna linjen mellan toxiskt ledarskap och transformativt ledarskap. För att undersöka detta har berättelser om hur Steve Jobs ledarskap framställts i media används. Vi anser att det finns både likheter och motsägelser mellan ledarskapsteorierna transformativt ledarskap och toxiskt ledarskap. Med bakgrund av detta har vi valt Steve Jobs, en företagsledare som av många anses vara tranformativ och karismatisk i vissa avseende även framställs som toxisk. I den här uppsatsen presenteras därför hur och på vilka sätt Steve Jobs är presenterad och illustrerad i media som både en transformativ ledare samt en toxisk ledare. Metod: Den vetenskapligt förhållningssätt i denna studie är en hermeneutisk metod, vilket innebär att fokus ligger på processen för tolkning och förståelse. De empiriska data tolkas genom den teoretiska referensramen och analyseras med hjälp av berättande metod. Empiriska data kommer att analyseras ontologiskt, vilket innebär att en tolkning av det empiriska data är baserat på de olika sätt på vilka världen kan ses. Teoretiska perspektiv: Den teoretiska ramen utgörs framför allt av två huvud koncept inom ledarskapsteori, först begreppet transformativt ledarskap som fokuserar på ledare som något överväldigat, följt av det andra begreppet toxisk ledarskap som fokuserar på ledare som per definition är dåliga och onda. Vi kommer också att stödja dessa teorier genom att presentera begreppen heroiskt ledarskap samt Hitler problemet. Empiri: Empirin till de

The paper examines the issue of assessing the extent of precarious labour relations considered by the authors as one of the systemic factors of social pollution. The emergence of the social pollution of the labour sphere is primarily caused by the aspiration of employers to reduce labour costs. It leads to an increasing spread of the use of toxic practices of the personnel management. This article presents the interim results of the monitoring study, implemented by the authors on the basis of the method which includes the sociological survey of the employees of Russian enterprises of different economic sectors. In 2014, the authors held a pilot study in order to test the methodological tools of the evaluation of social pollution level in labour sphere including the assessment of the degree of precarious labour relations as well as verification of the hypothesis of this research. Following the results of the pilot study, the sociological survey tools were improved. The survey took place in 2015 among workers of the Sverdlovsk region. The obtained results allow us to identify the toxic elements of labour sphere. These elements are associated with the precarious labour relations and have a negative impact on the physical and psychosocial health of employees. Also, we can make conclusions about the existing trends that reflect the qualitative characteristics of current changes in the relationship between employers and employees. The limitations of the presented results are conditioned by the fact that the monitoring assumes conducting annual surveys for a long period. However, the interim findings are of interest and can be used to find solutions of the problems caused by the increasing precarious labour relations both at the level of enterprise and at the level of regional power. © A. E. Fyodorova, V. S. Katashinskikh, Z. Dvorakova, 2016.

Title: The thin line between toxic leadership and transformational leadership: stories of Steve Jobs Seminar date: 1 June 2016 Course: FEKH49, Degree Project Undergraduate level, Business Administration, Undergraduate level, 15 University Credit Points (UPC) or ECTS‐cr) Authors: Amanda Bengtsson, Malin Lindskog and Sofia Jörnlid Advisor/s: Sverre Spoelstra Key words: Steve Jobs, Toxic Leadership, Charismatic Leadership, Transformational Leadership and heroic leadership Purpose: The purpose of this thesis is to study the thin line between toxic and transformational leadership. To explore this, the case and the narratives of Steve Jobs have been chosen to study. We believe that there are both similarities and contradictions between the theories of transformational leadership and toxic leadership. For this reason we have chosen Steve Jobs, a business leader whom by many is regarded as transformational and charismatic, in certain approaches tends to be perceived as toxic or having toxic qualities as well. In this thesis therefore, we will investigate in what ways are Steve Jobs perceived and portrayed by the media as both a toxic leader and transformational leader. Methodology: The scientific approach in this study is a hermeneutic method, which means that the focus is on the process of interpretation and understanding. The empirical data will be interpreted through the theoretical framework and analysed using storytelling and narrative method. The empirical data will be analysed ontologically, which means that interpretation of the empirical data is based on the different ways in which the world can be viewed. Theoretical perspectives: The theoretical framework consists in particular of two main leadership concepts, first the notion of transformational leadership which focuses on leaders as something great followed by the second notion of toxic leadership which focuses on leaders are by definition bad and evil. We will also support these theories by presenting concept, Sammanfattning Examensarbetets titel: The thin line between toxic leadership and transformational leadership: stories of Steve Jobs Seminariedatum: 1a juni 2016 Ämne/kurs: FEKH49, Examensarbete kandidatnivå i Organisation och Ledarskap, 15 högskolepoäng Författare: Amanda Bengtsson, Malin Lindskog och Sofia Jörnlid Handledare: Sverre Spoelstra Nyckelord: Steve Jobs, toxiskt ledarskap, karismatiskt ledarskap, transformativt ledarskap och heroiskt ledarskap, Syfte: Syftet med den här uppsatsen är att studera den tunna linjen mellan toxiskt ledarskap och transformativt ledarskap. För att undersöka detta har berättelser om hur Steve Jobs ledarskap framställts i media används. Vi anser att det finns både likheter och motsägelser mellan ledarskapsteorierna transformativt ledarskap och toxiskt ledarskap. Med bakgrund av detta har vi valt Steve Jobs, en företagsledare som av många anses vara tranformativ och karismatisk i vissa avseende även framställs som toxisk. I den här uppsatsen presenteras därför hur och på vilka sätt Steve Jobs är presenterad och illustrerad i media som både en transformativ ledare samt en toxisk ledare. Metod: Den vetenskapligt förhållningssätt i denna studie är en hermeneutisk metod, vilket innebär att fokus ligger på processen för tolkning och förståelse. De empiriska data tolkas genom den teoretiska referensramen och analyseras med hjälp av berättande metod. Empiriska data kommer att analyseras ontologiskt, vilket innebär att en tolkning av det empiriska data är baserat på de olika sätt på vilka världen kan ses. Teoretiska perspektiv: Den teoretiska ramen utgörs framför allt av två huvud koncept inom ledarskapsteori, först begreppet transformativt ledarskap som fokuserar på ledare som något överväldigat, följt av det andra begreppet toxisk ledarskap som fokuserar på ledare som per definition är dåliga och onda. Vi kommer också att stödja dessa teorier genom att presentera begreppen heroiskt ledarskap samt Hitler problemet. Empiri: Empirin till de

The importance of passion increases with the extent of sorrow. While money can replace the passion by offering the opportunity to buy the added value for oneself and the society, social enterprises, artists and start-up organizations have bigger issues to organize the necessary resources. Passion is inevitable for making a difference in the society while suffering a lack of money. Thus, the presence of a certain obsession is a favorable situation for smaller organizations in order to go through difficulties. This thesis investigates the miracle of passion in order to gain an understanding about the ability of leading passionate people. Theories and experiences from passionate individuals are combined in this research paper and suggest different perspectives a leader must consider by leading passion. I assume the social interaction between leaders and followers which result in a mutual influence of behavior and performance. This thesis is focused on the perspective of passionate followership and elucidates factors that are needed to act passionate as well as the role of the leader within this passionate environment.

The importance of passion increases with the extent of sorrow. While money can replace the passion by offering the opportunity to buy the added value for oneself and the society, social enterprises, artists and start-up organizations have bigger issues to organize the necessary resources. Passion is inevitable for making a difference in the society while suffering a lack of money. Thus, the presence of a certain obsession is a favorable situation for smaller organizations in order to go through difficulties. This thesis investigates the miracle of passion in order to gain an understanding about the ability of leading passionate people. Theories and experiences from passionate individuals are combined in this research paper and suggest different perspectives a leader must consider by leading passion. I assume the social interaction between leaders and followers which result in a mutual influence of behavior and performance. This thesis is focused on the perspective of passionate followership and elucidates factors that are needed to act passionate as well as the role of the leader within this passionate environment.

Relationships are so entrenched in the social interaction between individuals that most people do not pay attention to them until they experience trouble in their relationship. Humans create new relationships and end old ones all the time in conscious and unconscious processes. This thesis will give a theoretical and practical overview to reveal the process of social interaction which shapes relationships between a leader and a follower. We focus on the necessary components as well as on the process in which the relationship is built. We approach the process of social interaction from both the side of the leader and the side of the follower to create a balanced picture that will provide systematic explanation of this complicated and multidimensional phenomenon. The primary focus of this thesis will be on the origin and development of an authentic, healthy relationship between a leader and a follower.

Relationships are so entrenched in the social interaction between individuals that most people do not pay attention to them until they experience trouble in their relationship. Humans create new relationships and end old ones all the time in conscious and unconscious processes. This thesis will give a theoretical and practical overview to reveal the process of social interaction which shapes relationships between a leader and a follower. We focus on the necessary components as well as on the process in which the relationship is built. We approach the process of social interaction from both the side of the leader and the side of the follower to create a balanced picture that will provide systematic explanation of this complicated and multidimensional phenomenon. The primary focus of this thesis will be on the origin and development of an authentic, healthy relationship between a leader and a follower.

Despite increasing coverage of toxic leadership from the popular press and lay publications, it has only recently been the subject of rigorous empirical scrutiny. This investigation tested a moderated mediation model to examine the relationships between toxic leadership, group cohesion, and job outcome variables among military personnel in different deployment situations. Using conservation of resources (COR) theory as a grounding framework, responses were collected from military personnel who were stationed "in garrison" (i.e. at home, in a low stress situation), deployed, (a high stress situation), and deployed to an active combat zone (an extreme stress situation). Hypotheses were focused on group-level ratings of toxic leadership and job outcomes. Multilevel analyses were used to control for individual-level effects. Confirmatory factor analysis showed support for a five-factor structure of toxic leadership that includes dimensions of self-promotion, abusive supervision, unpredictability, narcissism, and authoritarian leadership. The higher-order construct of toxic leadership and its five component dimensions had direct negative effects on all four job outcome variables: group-level job satisfaction, group productivity, group-level organizational trust, and group-level organizational commitment. Toxic leadership also had a direct negative effect on group cohesion. Group cohesion was found to be a full mediator of the relationships between self-promotion, abusive supervision, and unpredictability and group-level job satisfaction. Group cohesion was found to be a partial mediator for the 17 remaining relationships between the toxic leadership dimensions and job outcomes. Relative importance analysis indicated that while the toxic leadership dimensions of unpredictability and abusive supervision were key predictors of job outcomes, self-promotion was the dimension with the most predictive power. No support was found for the hypothesized interactions caused by deplo

Chaplains can play a unique role in mitigating negative and toxic leadership. Army Doctrine Publication 6-22 Leadership describes negative and toxic leadership as it undermines basic tenets of Mission Command. Such leadership thwarts mutual trust and team-building, mocking Army senior leadership's commitment to high standards of ethical conduct and professionalism. Properly aware, equipped and supported, chaplains can provide effective mitigation of negative and toxic leadership in their organizations. Army regulations directly inform chaplains' ability to act. Chaplains advise their commands about the personal impact of leadership practices. They are evaluated for their consultation and confrontation skills and risk-taking ability. Regulations not only authorize chaplains' mitigation of negative or toxic leadership, but expect it. But the Chaplaincy ought not to be drawn into conflict with Command. Chaplains are especially challenged when the negative leader is their immediate superior. Senior chaplains' intentional mentoring and supervision may yield positive proactive solutions.

Why would a leader in the Army or in any organization choose to micro-manage subordinates; show a lack of respect for them; choose not to listen to or value their input; or be rude, mean-spirited, and threatening? Most leaders would not. Most people do not choose to act like this. However, it is clearly happening in the uniformed services and in society as a whole. The Army recently released a study reporting that 80 percent of the officers and NCOs polled had observed toxic leaders in action and that 20 percent had worked for a toxic leader. This problem is not new. Within the past few years, the Army has relieved two brigade commanders and a general for alleged toxic and arguably narcissistic and abusive behavior. A division commander who served in Baghdad during Operation Iraqi Freedom was asked to retire following an investigation of his leadership style and toxic command climate. Toxic leaders have been around for years and will continue to serve in all branches of our military. The Navy has recently relieved a number of commanders owing to toxic behavior and unhealthy command climates. One can argue that most, if not all, toxic leaders suffer from being narcissistic. What is a narcissistic and toxic leader? These leaders are selfish and self-serving individuals who crush the morale of subordinates and units. In the best of circumstances, subordinates endure and survive toxic leaders then the leader or the subordinate moves, changes units, or leaves the military. However, at worst, a toxic leader devastates the espirit de corps, discipline, initiative, drive, and willing service of subordinates and the units they comprise., Published in Military Review, p55-60, Jan-Feb 2013.

Who has never heard anything about leadership? This concept appears almost everywhere: in the classroom, on TV program, in reviews, in books, etc. However, who really knows about the real nature of leadership? Most of you might have a good image of it in mind. However, the reality is far different. How many of you have ever listened to stories whereby people were stressed or were depressive due to their job? In this thesis, we will expose how the business environment is "contaminated" by leaders presenting toxic behaviours. Once toxic behaviours occur in the company, the entire system becomes "alienated", its welfare is undermined. Leaders, in our view, act like snakes which, with its venom contaminate, step by step, their environment. The best way to erase toxins, in such surrounding is to be first aware of its root. For knowing this issue, please, attach your belt, the travel will start …

Who has never heard anything about leadership? This concept appears almost everywhere: in the classroom, on TV program, in reviews, in books, etc. However, who really knows about the real nature of leadership? Most of you might have a good image of it in mind. However, the reality is far different. How many of you have ever listened to stories whereby people were stressed or were depressive due to their job? In this thesis, we will expose how the business environment is "contaminated" by leaders presenting toxic behaviours. Once toxic behaviours occur in the company, the entire system becomes "alienated", its welfare is undermined. Leaders, in our view, act like snakes which, with its venom contaminate, step by step, their environment. The best way to erase toxins, in such surrounding is to be first aware of its root. For knowing this issue, please, attach your belt, the travel will start …

In the field of military leadership, few concepts provoke as much confusion and misinterpretation as a leadership philosophy. The ritual of every incoming military leader providing his organization some type of philosophy document even before the completion of his change of command ceremony endures in Army culture as a symbol of organizational ownership. Who can forget those nights before assuming command, when we anxious young captains fumbled through a file of command philosophies attempting to extract our philosophy of leading? In many cases, our efforts were little more than exercises in futility and attempts to fulfill some fictitious expectation. Given the recent high-profile reliefs of command and reported cases of toxic leadership within the Army and Navy, I suspect the level of deep thought and self-analysis many senior leaders give to the preparation of their leadership philosophies is comparable to that of young captains. Field Manual (FM) 6-22, Army Leadership, is strangely silent on the concept of a personal leadership philosophy, leaving the reader to wonder what one, in fact, is. Research reveals a variety of articles on the subject, but rarely do any two agree on its purpose, content, or meaning. In most cases, leadership philosophy denotes an organizational philosophy or what the military refers to as command philosophy. However, an effective command philosophy is contingent on first developing a personal leadership philosophy. The U.S. Army Command and General Staff College requires each student to write a personal philosophy of leadership. The learning objective of this exercise is to encourage our mid-level Army leaders to codify their thoughts, beliefs, and values about leadership as they prepare for their next leadership challenge. This article examines the power of a properly written leadership philosophy for mid-career leaders., Published in Military Review, p75-81, September-October 2012.

A disturbing trend has developed within the Army, as evidenced by several brigade-level commanders being relieved of duty because of toxic leadership practices. The destructive actions of these senior leaders have renewed interest into this leadership issue because of the prevalence and seriousness of the consequences such leadership failures cause. Recent studies and surveys, including the 2009-2010 Annual Survey of Army Leaders conducted by the Center for Army Leadership, have validated the presence of toxic leadership within the Army's ranks. This issue has caught the attention of senior Army leaders, who are focused on rooting these negative leaders from the ranks. This paper explores the concept of toxic leadership, examines recent examples of such leadership in the United States Army, and discusses potential ways to rid the service of this leadership flaw. An analysis of current data shows how large a problem toxic leadership is in the Army today. The paper reviews research on the characteristics of toxic leaders; potential causes of toxic behavior; and toxic leadership styles (i.e., The Narcissist, The Explosive (The Bully), The Gangster, The Turncoat-Backstabber-Accuser, The Casanova, The Invertebrate, and The Zombie). The paper also discusses ways to counteract toxic leadership styles, Army initiatives to improve leadership, and changing Army culture to fix the problem. The paper concludes with recommendations for identifying toxic leaders and changing Army culture to prevent this destructive leadership practice in the future., Strategy Research Project.

The military wants to rid its top ranks of toxic leaders. A survey of more than 22,630 leaders from the rank of E-5 through O-6 and Department of Defense (DoD) civilians showed that roughly one in five sees his or her superior as toxic or unethical. As an institution of high ethics and values, DoD must pay particular attention to toxic leadership because of the serious consequences caused by leadership failure. Senior leaders must consider whether minor adjustments are required, or whether the situation necessitates major change to current policies. All services in the military can be dramatically affected by a small number of toxic leaders. In contrast, most strategic leaders are viewed quite positively, as they balance individual subordinate needs with the demands of mission requirements. The one consistent attribute effective leaders have in common is a strong set of core values, including character, ethics, and integrity. Strong leaders use their core values as a set of guiding principles or moral compass. This paper highlights the nature, frequency, severity, and trepidations of toxic leadership in the military, and recommends three strategies for shaping a more positive and effective leadership culture and policy for the future., Strategy Research Project.

Harvard University's Center for Public Leadership National Leadership Index for 2010 ranked the military as the U.S. institution in which the public had the most confidence in terms of leadership (continuing the trend since 2005), and in a similar Gallup poll, the military has been ranked at the top since 1998. While Americans may have doubts about current wars, they are supportive of their warriors. However, public support and confidence may indeed be irrelevant if America's Army does not adequately prepare for the future. Successive chiefs of staff have taken stock of the Army, establishing a vision and then charting a path to the future. Their methodology has been to commission a series of white papers to identify the issues that would serve as the basis for key initiatives during their tenure. From these white papers, the chiefs initiated a number of annual campaigns to redress shortfalls and professionalize a force that struggled with its identity and was attempting to redefine itself. Call them weak signals or signposts, there are several events that give cause for concern regarding the health of today's Army. Ponder this short list: Abu Ghraib, Walter Reed, the Fort Hood shootings, and service members' suicides. It is prudent to look at this collection of signals and question what senior leaders should garner from these incidents, especially as they relate to the health of the Army in an era of persistent conflict. Some other disturbing signals of the Army's health today are as follows: the lack of retention of young officers, the lack of basic core competencies among young officers, the Army's focus on tactical counterinsurgency while deferring requirements for professional military education, the lack of mentorship of Lt. Colonels, the reliefs from command of more than a dozen battalion and brigade commanders in the past year, the problem of toxic leadership; and the failure of numerous senior leaders in terms of professional competence and performance., Published in Armed Forces Journal, p14-16, & 36, May 2011.

This report supplements the main survey findings CAL Technical Report 2011-1, and provides in-depth analysis on the issue of toxic leadership. This research is the first that is based on a representative sample and highlights the prevalence, severity, and correlates/consequences of toxic leadership in the U.S. Army. This report provides a common framework, explains the importance of the subject, presents potential solutions and highlights 2 years of CASAL data and other recently collected data in both the Army and open literature. Estimates from the data suggest that about 1 in 5 subordinates view their leader negatively, and most believe that they have interacted with toxic leaders, and that the problem is severe. Toxic behaviors include: micromanaging, being mean-spirited/aggressive, rigidity and poor decision-making, and having a poor attitude and setting a bad example. Toxic leadership was associated weakly with unit wasting time on unproductive tasks, expected unit performance, mission accomplishment, and career intention; moderately with penalizing honest mistakes, lack of frank discussions, unwillingness to implement good ideas from subordinates, discouraging creativity, solving problems at the surface level, and individual and unit morale; and strongly with lack of ethics, putting own needs ahead of unit, and lack of subordinate confidence to follow in life-or-death situations.

Our Army does not fully espouse, exercise or integrate empowerment into leadership practices and leader developmental processes, as a result we are not maximizing the full potential of leaders at all levels. This issue is critical due to the fact that the current and emerging nature of conflict in the 21st century requires leaders that are multifaceted, agile, and adaptive. Army leaders at all levels must be capable of executing decentralized operations for extended periods with no direct oversight and possess the talent and skills to lead across the full spectrum of conflict. Given this situation the concept of empowerment emerges as a critical leader core competency in the 21st century and highlights the need for the Army to modify the officer education system, doctrine and re examine certain aspects of our culture that constrain empowerment. This paper provides recommendations for the Army to consider in addressing these issues and seeks to assist senior leaders in preparing subordinates for the challenges associated with leading Soldiers in the 21st century., Strategy Research Project.

While many publications focus on traits and behaviors that make leaders effective, some leaders engage in dysfunctional and destructive behaviors. These "toxic leadership" styles have been largely unexplored. The goals of this study were to empirically derive the dimensions of toxic leadership, to create a reliable and valid survey that measures the construct, to explore convergent and discriminant construct validity, and to perform a preliminary examination of subordinate outcomes that may result from working under a toxic leader. Using both qualitative and quantitative methodologies across military and civilian sectors, this study suggests that toxic leadership is composed of the following five dimensions: abusive supervision, authoritarian leadership, narcissism, self-promotion, and unpredictability. Toxic leadership is differentiable from other leadership constructs (e.g., transformational, LMX) and its dimensions significantly predict employee outcomes such as turnover intentions, job satisfaction, and satisfaction with the supervisor. Implications for future research are discussed.

The New Zealand Army places significant value on the New Zealand Defence Force (NZDF) leadership framework and its value to commanders at all levels. However, at this time, command selection processes do not fully integrate the leadership framework through the evaluation of leadership competencies to ensure that the right leaders are selected for key command roles. This study will review the current New Zealand NZDF leadership framework and its use within career management processes leading to Battalion command selection. This will be compared to British Army and US Army doctrine, career management and command selection processes to determine if the NZ Army can enhance its current process for command selection at the Battalion level. The study identifies trends in leadership doctrine and key leadership criteria to identify the most effective methods for selecting leaders with the highest likelihood of success and lowest risk factors for toxic command climates. The study concludes by providing a series of recommendations for the New Zealand Army to consider for implementation into the career management and command selection processes to enhance the likelihood of selecting the best leaders for Battalion command roles.

peer-reviewed, The focus of this research was to explore school leadership in post-primary schools using an adapted Schmidt Toxic Leadership Scale ©, which the authors recalibrated to examine both constructive and destructive leadership, the impact on individuals professional and personal lives, and on staff morale. Using a mixed methods approach, data were collected from 111 teaching professionals via online survey. Findings indicated a notable emergence of toxic leadership experiences which is reported in this paper. In addition, participants reported various and concerning negative consequences including: decreased job satisfaction, professional agency, and staff morale; reduced performance; increased attrition; increased negative behaviours including incivility; stifled career development; reduced self-confidence; depression; stress and anxiety; fear; tearfulness; humiliation; anger; mistrust; exhaustion; burnout; health issues; migraines; weight gain; substance abuse, suicidal thoughts, as well as, negative consequences on personal/home life. The results indicate that the quality of leadership was perceived to influence the health of respondents and had a bearing on their occupational wellbeing. Further research is needed to understand the nature of toxic leadership in education and its effects on organisational members.

The New Zealand Army places significant value on the New Zealand Defence Force (NZDF) leadership framework and its value to commanders at all levels. However, at this time, command selection processes do not fully integrate the leadership framework through the evaluation of leadership competencies to ensure that the right leaders are selected for key command roles. This study will review the current New Zealand NZDF leadership framework and its use within career management processes leading to Battalion command selection. This will be compared to British Army and US Army doctrine, career management and command selection processes to determine if the NZ Army can enhance its current process for command selection at the Battalion level. The study identifies trends in leadership doctrine and key leadership criteria to identify the most effective methods for selecting leaders with the highest likelihood of success and lowest risk factors for toxic command climates. The study concludes by providing a series of recommendations for the New Zealand Army to consider for implementation into the career management and command selection processes to enhance the likelihood of selecting the best leaders for Battalion command roles.

While the Air Force espouses the values of integrity, service, and excellence, a startling amount of divergent behavior is still observed in both officer and enlisted personnel. Twenty-two Air Force field grade officers attending the Command and General Staff College in-residence participated in quantitative research that measured the relationship between leadership styles and destructive leadership behavior. Results showed field grade officers experienced more passive destructive leadership behavior (DLB) than active-DLB; transformational leadership appear to have a stronger negative relationship with DLB, while passive avoidant leadership had a positive relationship with DLB. These findings support additional research, which could be a useful tool at measuring unit climate or to optimize leadership curriculum.

The purpose of this project addresses gaps in the literature regarding the antecedents or causes of toxic leadership within a military context specifically within the United States Navy. It looks to determine if dark triad personality traits of Machiavellianism, narcissism, and/or psychopathy serve as possible antecedents of a United States Navy toxic leader. This project employs a qualitative approach, and specifically uses Robert Yin's comparative multiple-case study methodology (2018, 62). The three selected case studies that this thesis examined involved: 1) The removal of Captain Holly Graf from her command of the United States Ship Cowpens due to toxic behaviors (Thompson 2010; Slavin 2010). 2) The resignation of former Master Chief Petty Officer of the Navy Steven Giordano amid allegations of fostering a toxic workplace environment (Seck 2018; Faram 2018). 3) The suicide of Boatswain's Mate Seaman Yeshabel Villot-Carrasco onboard United States Ship, James E. Williams in June 2014 due to a toxic climate (Rockett 2014; Simmons 2014). The primary means to collect evidence involved documentation and archival records. The study's findings concluded that elements of dark triad traits were present in the case studies. Recommendations for future research are discussed.

Toxic leadership continues to plague the U.S. Army and other services, even though there are multiple publications written on leadership expectations. This thesis asks, if through the education at CGSOC, toxic leadership can be mitigated in the future Field Grade Officers. To do so this thesis uses the toxic triangle as a methodology to analyze a case study of a former Battalion Commander that was relieved of command after a 15-6 investigation deemed them a toxic leader and they created a negative command climate. This thesis makes two recommendations to help mitigate toxic leadership with education through CGSOC. First, a larger portion of the curriculum of CGSOC should focus on toxic leadership, the followers and environments that support it by integrating elements of the toxic triangle. Second, is to expand leadership doctrine to include a more in depth discussion on toxic leadership and how it effects organizations, to include examples. This thesis closes with a discussion on obstacles hindering the use of the toxic triangle in CGSOC.

The United States Army faces a future of a unique and complex operating environment transitioning counterinsurgency to larger-scale Unified Land Operations. Leaders must be equipped with every tool possible to ensure a healthy climate and high morale while developing leaders and its most indispensible asset—Soldiers. Leaders must understand how to stop counterproductive leadership at all levels. This thesis seeks to discover what tools are available to mitigate toxic leadership and how to implement them. Army leadership doctrine does not give clear guidance for leaders to know how to implement mitigation measures. As studies have shown these destructive leadership traits can negatively affect readiness, it is imperative the Army rids its formations of toxic leaders and equips them with leaders capable of mitigating toxicity.

The author uses a real-world example from the Australian army to demonstrate how toxic leadership actually enhanced, rather than undermined, organizational performance.

Statistics show that toxic and unethical leadership is a problem in the US Army and leadership research concludes that this problem has a negative effect on the conduct of mission command. This monograph asks what the US Army can do to better reduce toxic and unethical leadership and develop officers to optimize the force for mission command. To do so the monograph examines the leader development and evaluation systems and, based on findings from those examinations, makes two recommendations to improve the US Army's performance in selecting leaders. The first recommendation is to add additional accountability to the conduct of individual assessments within the Multi-Source Assessment and Feedback program, bringing the individual assessment in line with the Commander 360 assessment. The second recommendation is to use multi-rater feedback concerning the ability to conduct mission command from the Commander 360 as a component of selection for command. The monograph closes with a discussion of potential obstacles to implementation of the recommendations.

The U.S. Army continues to face toxic leadership despite an increase in the training on the subject in the last five years. Toxic Followership is an aspect that both the U.S. Army and the majority of civilian organizations overlook. In an attempt to determine what effect, if any, toxic followership has on leaders within the military, three case studies were analyzed. These case studies were the massacre at My Lai, prisoner abuse at Abu Ghraib, and the rape and murder of a family by soldiers of the Black Hearts Brigade. Common themes across the three case studies were then laid over a leadership model called the Toxic Triangle by Art Padilla. The research validates the Toxic Triangle model. The absence of the word followers within Army regulations, except to mention that every leader is a follower, severely undermines the impact that they can have on a leader. If this relationship is not clearly understood, and if steps are not taken to mitigate the negative effects toxic followership may have, it could lead to future atrocities similar to those of My Lai, Abu Ghraib, and within the Black Hearts Brigade.

Chaplains can play a unique role in mitigating negative and toxic leadership. Army Doctrine Publication 6-22 Leadership describes negative and toxic leadership as it undermines basic tenets of Mission Command. Such leadership thwarts mutual trust and team-building, mocking Army senior leadership's commitment to high standards of ethical conduct and professionalism. Properly aware, equipped and supported, chaplains can provide effective mitigation of negative and toxic leadership in their organizations. Army regulations directly inform chaplains' ability to act. Chaplains advise their commands about the personal impact of leadership practices. They are evaluated for their consultation and confrontation skills and risk-taking ability. Regulations not only authorize chaplains' mitigation of negative or toxic leadership, but expect it. But the Chaplaincy ought not to be drawn into conflict with Command. Chaplains are especially challenged when the negative leader is their immediate superior. Senior chaplains' intentional mentoring and supervision may yield positive proactive solutions.

Is there a gender component in toxic leadership? Existing conceptions of toxic leadership fail to account for gender. The real world significance of these conceptions is that female leaders labeled with the pejorative of being toxic leaders suffer unjustly. I argue that the concept of toxic leadership has an untheorized and neglected gender component. I problematize existing definitions of toxic leadership and theorize the possibility that female leaders are denominated as toxic leaders for merely exhibiting and practicing traditionally celebrated masculine traits. I demonstrate the plausibility of the thesis by examining the experience of a female U.S. Army Command Sergeant Major. This study has significant impact for senior leadership. The study looks at leadership styles that are favorable for female leaders and offers Transformational / Adaptive leadership as a style promising rehabilitative tools to combat toxic leadership.