Audio Version (11:31)
Toxic leadership and abusive workplace behaviour can have devastating effects on an organisation, both in terms of employee morale and the overall productivity of the company, not to forget the harm it causes individuals.
Yet, many companies fail to address toxic leaders, managers, and employees until it’s too late.
In this article, I’ll explore the reasons why companies fail to act, identify toxic behaviours, describe the types of covert bullying and manipulation often used, and explain the harm they cause to individuals and the organisation.
In the extended YouTube version of this article, I also offer guidance on what to do if you feel targeted by toxic behaviour, and I look at the delicate issue of dealing with a toxic CEO or top-level executive. You can watch it here.
As you’re aware, if you’ve followed me for a while, I do a LOT of content on bullying and toxic work environments. A couple of weeks ago, I published this post on my social media:
Following that post, I received a huge response, with numerous private messages asking me why it happens and what to do if the person at The Top is the perpetrator.
So, it appears that this issue isn’t going away anytime soon. Let’s look at it in more detail… (I have a few more articles coming up, so if you’re interested in this topic, be sure to hit the subscribe button at the top of the page!)
Why Companies Fail to Address Toxic Leadership
There are many reasons why organisations fail to deal with toxic individuals in positions of power.
Some of the key factors include:
1. Lack of Awareness or Denial
Many leaders are unaware of the extent to which toxic behaviour is impacting their teams. In some cases, those at the top may be in denial about the seriousness of the problem, especially if the toxic individual is highly skilled or delivers strong results in terms of output or revenue.
There may be a reluctance to confront the issue because of the belief that addressing the behaviour could undermine business performance or cost the company valuable employees.
2. Fear of Confrontation
Handling toxic leaders or employees requires confrontation and a willingness to challenge the status quo. Many organisations shy away from this because they fear the consequences of challenging someone in a powerful position.
Whether it’s a manager or an executive, dealing with toxic behaviour can be uncomfortable and emotionally taxing. There may also be a fear of retaliation, both from the individual involved and from other staff members who may feel great allegiance to the perpetrator.
3. Lack of Training and Support
Often, organisations do not provide their leaders or even their HR teams with the training needed to recognise or address toxic behaviour.
Many managers and HR personnel may not have the tools or strategies to deal with manipulative, bullying, or abusive behaviour.
Without proper guidance, even well-meaning individuals can become part of the problem or fail to intervene when they witness harmful behaviour.
4. Tolerating “Bad” Behaviour for Business Reasons
In some cases, a company will overlook toxic behaviour because of the financial or operational benefits provided by the toxic individual.
For example, if a manager is producing strong results in terms of revenue or meeting key performance indicators, they may be allowed to continue harmful behaviour, especially if their performance shields them from scrutiny.
This is particularly common in organisations that prioritise short-term gains over long-term culture and employee well-being.
5. A Culture of Fear
In many organisations, a fear-based culture permeates the workplace. Employees may be hesitant to report or confront toxic leaders or colleagues because they fear losing their jobs, damaging their reputations, or facing retaliation.
This culture of fear can create an environment in which toxic behaviour thrives unchecked, making it all the more difficult for organisations to address the root cause of the problem.
Identifying Toxic Leadership and Behaviour
Toxic leaders and employees are not always easy to spot, as they often operate covertly. However, there are some common behaviours that can help identify toxicity in the workplace.
1. Bullying
Bullying is one of the most blatant forms of toxic behaviour. It may involve overt aggression such as shouting, belittling, or humiliating employees in front of others.
In a more subtle form, bullying may involve undermining an individual’s confidence, excluding them from critical discussions, or assigning them unrealistic workloads with the intent to overwhelm them.
2. Manipulation and Gaslighting
Toxic individuals often engage in manipulation to control or influence others for personal gain. This may involve gaslighting, which is a tactic where an individual distorts reality to make others question their own judgment, memory, or perception.
This leads to confusion and self-doubt in the targeted individual, making them more reliant on the toxic person.
3. Favouritism and Divisiveness
Toxic managers may show favouritism towards certain individuals, creating divisions within the team.
They may give preferential treatment, promotions, or rewards to those they like, while others are unfairly neglected. This favouritism can breed resentment, reduce team cohesion, and lead to decreased productivity.
4. Undermining Others
Toxic leaders often engage in behaviours designed to undermine others in the workplace, such as taking credit for someone else’s work or intentionally sabotaging colleagues’ efforts.
This could also include spreading rumours or gossip to tarnish someone’s reputation.
5. Excessive Control or Micromanagement
Some toxic leaders exhibit controlling behaviour that goes beyond the norm of supervision.
They may micromanage every aspect of their team’s work, stifling creativity and creating a culture of dependency. This can make employees feel disempowered and disengaged.
6. Constant Criticism and Negative Feedback
A toxic leader may regularly criticise employees without offering constructive feedback. This criticism can be damaging to an employee’s morale and self-esteem, especially if it is delivered in a harsh or public manner. Constructive feedback is important for growth, but a toxic leader will often offer criticism with no intent to help the individual improve.
7. Isolation
Toxic leaders often use isolation to control employees, distancing them from their team, key resources, or important information. This can include excluding them from meetings, important emails or social events, excluding them from WhatsApp groups or limiting their access to necessary support and resources.
The aim is to make the individual feel alone, increasing their dependence on the toxic leader. Isolation can lead to confusion, alienation, and stress, weakening the targeted person’s position and making them more susceptible to manipulation.
The Harm Caused by Toxic Leaders
The harm caused by toxic individuals in positions of power can be far-reaching, affecting not only the direct targets but also the wider organisation.
1. Mental and Emotional Harm
Employees who are targeted by toxic leaders or colleagues may experience increased stress, anxiety, and depression. Constant exposure to bullying or manipulation can take a severe toll on mental health, leading to burnout or long-term emotional distress.
2. Decreased Productivity
Toxic behaviour often leads to decreased productivity, both for the targeted individual and for the wider team. Employees who feel undermined, disrespected, or belittled are less likely to be engaged or motivated, and this disengagement can spread to other employees. Teams may become less collaborative, and the company’s overall output can suffer.
3. Increased Employee Turnover
Toxic behaviour creates a hostile work environment that can lead to high turnover rates. Employees who feel unsafe or unsupported are more likely to leave, either through resignation or as a result of being forced out. This turnover can be costly for organisations, as they must invest in recruiting, onboarding, and training new employees.
4. Reputational Damage
When toxic leaders or employees are allowed to flourish, the company’s reputation can take a significant hit. Word spreads quickly in today’s interconnected world (especially with websites like Glassdoor.com), and companies known for tolerating toxic behaviour may struggle to attract top talent or maintain their brand image.
The Wrap-up
Toxic leadership and behaviour can cause significant harm to both individuals and organisations. However, it’s essential for companies to recognise the signs of toxicity early and take action before the situation escalates.
Addressing toxic behaviour requires a proactive approach, strong leadership, and a culture of accountability.
If you are experiencing toxic behaviour at work, document the actions, seek support, and consider taking appropriate steps to address the issue, but have a plan B, in other words, an exit strategy.
In the case of a toxic CEO, the challenge is greater; however, seeking legal advice, utilising whistleblowing channels, and prioritising your own well-being are crucial strategies for navigating such situations.
Again, I discuss both what to do if you’re experiencing toxic behaviour at work and how to deal with a problematic CEO in much more detail in the extended YouTube version of this article. You can watch it here.
What Next?
If there are any subjects you’d like me to cover in upcoming content or if you’d like coaching support with anything I discuss in my videos or articles, please email me at info@jobanks.net.
However, recently, I’ve received many emails and DMs from people asking for my views on their personal/professional situations. Unfortunately, for a number of reasons, I can’t provide individual advice unless you are a client.
As always, thanks for your continued support.
