Expert in Action Series - Part 2: Could You Be Unwittingly Colluding To Toxic Leadership?

In Part 2 of Tim Rawlinson’s Expert in Action Series, he dives into collusion and the organisational and environmental conditions that help toxicity to thrive.

A Performance and Leadership Consultant at Lightbulb, Tim is also a former decorated Army Officer having spent 20 years leading in The Infantry in combat and setting up field hospitals in Afghanistan with the Royal Army Medical Corps. He shares with us his experiences of toxic leadership, why the Army is no exception to it and how the pandemic is shining a spotlight on it.

The 21st century is one that has already had its fair share of tainted leadership encompassing examples that have rocked the spiritual, political and corporate fields and that was prior to the COVID-19 pandemic.

how does toxic leadership begin?

Toxic leaders do not develop toxicity in a day. Their style evolves over time. Negative organisational outcomes are not only caused by the behaviour of dysfunctional leaders but also by followers and the contributing environment. The conditions contributing to this conducive environment include:

Absence of governance

Toxic leadership is likely to grow unchecked in the absence of governance. Not having any form of authority to look over things makes it much harder to ascertain the truth about an organisation since it might appear as poor performance, whereas in truth, it is not.

Presence of questionable values and standards

The leadership style of a toxic leader is likely to deviate from the set organisational standard and values. Therefore, toxic leaders are suited to thrive in an environment where organisational values and standards are weak or not followed.

Perceived threat

Human beings are likely to accept an assertive form of leadership when they feel threatened. Only perception of the threat is enough and no need for an actual threat. It is for this reason that toxic leaders will create an exaggerated notion of an external threat to keep people in line and under their leadership.

Subordinates’ contribution to toxic leadership

Subordinates may also contribute to the growth of toxic leadership, as colluders or conformers. A ‘colluder’ will graciously follow a toxic leader due to similar high ambition and similar worldviews. A ‘conformer’ on the other hand, will often follow toxic leaders in fear of reprisal.

In the article ‘Toxic leadership: When grand illusions masquerade as noble visions, ’ Lipman argues the presence of psychological reasons that make subordinates vulnerable to toxic leaders. Human beings are wired to not only tolerate people but even prefer to create them. This is because individuals tend to look up to a god-like divine or human to help create an illusion that they are the chosen one, are heroes and take care of them. Such notions and feelings form the conduit through which toxic leaders will reach out and ‘suck’ in individuals. People want to live forever. They want immortality, both symbolically and physically. So, if a leader comes with the promise of doing something memorable that will solidify our name and position in history, we are likely to join them.

Effects of toxic leadership

Toxic leadership is slated to reduce employee commitment and satisfaction, leading to higher employee turnover. This is because toxic leaders remain aloof and detached from the organisation and continue to devalue and ultimately ruin the human assets of an organisation. A toxic leader’s approach to leadership is a game that leads to reduced organisational morale and performance. 

Back to our earlier question, Why does the topic of toxic leadership exist in the British Army Leadership doctrine?

For starters, toxic leadership does exist in some of the deepest darkest recesses of the Army and has been in the military, I have experienced extensive toxic leadership in one Unit in particular. Such toxicity impedes performance, making the completion of any task an uphill battle. No matter the organisation, toxic leadership is treacherous to both the individuals bearing the burden and to the health and sustainability of the organisation. While it might not bother or distract you at first, the aftermath will most likely grab your attention.

You may also be interested in