Question:

The concept of "toxic leadership" is one that has gained significant momentum over the last couple of decades and something every organization should be concerned with. Employing a combination of self-centered attitudes, motivations, and behaviors, a toxic leader is self-absorbed and lacks concern for the organization and its people (Harper, 2014). The problem is that since these types of leaders are often recognized as "hard-chargers" and "difference-makers" and because they produce results, many organizations will look the other way at their leadership style. Organizations such as these are more concerned with the bottom line and subscribe to the "end justifies the means" philosophy of conduct.

Thanks to well-known examples such as Enron, Arthur Andersen, and WorldCom, the tide has shifted significantly and leaders and organizations are much more attuned to the negative effects of toxic leaders. The best leaders understand the stigma that comes with the label "toxic leader" and work hard to prevent a toxic environment within their organization. This is no different in the military where many stories have surfaced over the years exposing toxic leaders and their negative effects. To combat this, all the services include training in their schools focused on positive leadership. Leaders are taught that one of the most important responsibilities they have is creating and cultivating the right type of climate within the organization.

One that values and respects its members, rewards and disciplines fairly and equitably, and conducts itself in an ethical manner. Utilizing tools such as ethics training, values statements, command climate surveys, and ethics codes, leaders demonstrate that maintaining a positive environment is a priority and not just a bunch of words.

A set of fundamental beliefs or guiding principles, a credo memo functions as a mission statement for how an organization and its leadership conducts itself. It serves as a reminder of what values are expected and provides a basis for which all members can base their actions and decisions around. While most organizations now possess some type of ethics code or credo, leaders understand that to be effective, codes of ethics need safeguards to assure they permeate the entire organization, and also need enforcement mechanisms (Von der Embse, Desai & Ofori-Brobbery, 2010). Utilizing safeguards and enforcement mechanisms correctly, leaders set a positive example for their subordinates to follow. This example along with proper mentoring and coaching will set the conditions for subordinates to do the right thing.

References:

Harper, M. G. (2014, February). Toxic Leadership. http://greatleadersinspire.com/toxic-leadership-why-is-it-allowed-to-exist

Von der Embse, T. J., Desai, M. S., & Ofori-Brobbey, K. (2010). A new perspective on ethics safeguards: Where is the clout?

S.A.M.Advanced Management Journal, 75(3), 4-10, 51,2.

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