Description
1. What behaviors that are rewarded at lower levels in an organization become increasingly toxic as an individual gains more power and control? Provide 2-3 examples and explain.
2. Review the 18 types of toxic leaders identified by Williams (2005). Refer to attachment.
a. Which types of toxic leaders have you worked for or with?
b. Describe your experiences with those types of leaders (in general terms).
c. Which type of toxic leader do you think is the worst? Why?
3. Describe 2-3 strategies you have used (or could use) to reduce the impact of a toxic leader (on yourself, on a team, or in the organization)
L06 Williams’s Types
In a review of toxic leaders in the U.S. Army, Denise Williams (2005) identified 18 different types of toxic leaders (pp. 6-13). We will briefly look at each one. The idea here is not to remember each type, but to see where the toxic nature is so that you can be on the lookout for it in yourself and others.
• Absentee leaders: These leaders lack vision and are detached, disengaged, and not present. People want to be led. This type of leader does the opposite.
• Incompetent leaders: These leaders do not have the skills to do the job, and they may also be sloppy, careless, and distracted. Under times of chaos and stress, they will struggle due to lack of capacity.
• Codependent leaders: These leaders struggle to take ownership of the situation and become frustrated when things don’t function correctly. They cause dysfunctional situations and make them worse.
• Passive-aggressive leaders: These leaders do not put forth their best effort because they are afraid of what failure under those circumstances would say about them.
• Busybody leaders: These leaders are constantly busy. They start one project with a lot of energy and then jump to another one for no apparent reason. This leaves followers confused and uncertain about what they should be doing. These leaders also like to be the center of attention.
• Paranoid leaders: These leaders are always under the impression that someone is trying to chip away at their performance, leadership, achievements, and even themselves. As a result, they do not tolerate any criticism because they think they are being attacked.
• Rigid leaders: These leaders are inflexible and unwilling to hear new ideas or consider changes. They embody the proverbial “my way or the highway” approach.
• Controller leaders: These leaders are similar to the rigid leader, but they are also a perfectionist. Therefore, they are reluctant to share decision making and will be involved in every single decision that is made. They may even want to make all decisions themselves.
• Compulsive leaders: These leaders are perfectionists who try to control all aspects of the workplace. They are prone to outbursts, and the result is a great deal of anxiety and fear among subordinates.
• Intemperate leaders: These leaders lack self-control. Their actions are typically morally questionable, and while they try to keep their misjudgments to themselves, they always become public and become distractions.
• Enforcer leaders: These leaders enact the will of their boss. They are not toxic in and of themselves, but if their boss is toxic, they mirror that toxicity. Above all else, they care about gaining approval of their boss.
• Narcissistic leaders: These leaders are driven by admiration and acclaim more than anything else. They are very self-absorbed and are always looking for more glory. This often occurs through the manipulation and mistreatment of others. We will focus on this type of leader in a future lesson.
• Callous leaders: These leaders have no empathy or concern for others. Due to this, they come across as inflexible and harsh. They tend to be arrogant, abrasive, patronizing, and selfish.
• Street fighter leaders: These leaders must win at all costs. They tend to be supportive to those that are loyal and can help them win. They are always looking for a fight and a way to win.
• Corrupt leaders: These leaders are driven purely by greed and power. As a result, cheating, lying, and stealing are all acceptable in order to build their power. They cannot be trusted as their motivation is all self-focused.
• Insular leaders: These leaders seek to isolate themselves (and possibly the organization) from others. To those outside their circle, life is miserable. While loyalty to those in their circle could be seen as supportive, it comes at the direct cost of everyone else.
• Bully leaders: These leaders use fear to inflict their will. To achieve their goals, they put down and hurt others. They are prone to outbursts and threats (and will follow through on them if needed).
• Evil leaders: These leaders are usually limited to the political arena where they can be in charge of a nation. Their brutality becomes physical and results in atrocities. They use pain as their instrument of power.
While this study was looking at leadership in the Army, it would be naïve to assume that toxic leadership in the military would vary significantly from toxic leadership in the private or corporate sectors. Certainly, the missions are different, but the leader behaviors are similar. If you would like to find out more about each of these different types of leaders, please read https://web.archive.org/web/20170813081016/http://ssi.armywarcollege.edu/pdffiles/ksil3.pdf