Toxic Leadership Explained: How Bad Behavior Gets Rewarded at Work

You might have found that people who are difficult or even toxic seem to get ahead faster in some workplaces. Instead of being held back or slowed down, they are rewarded with promotions and other leadership roles. This has been puzzling for people who expect that teamwork and professionalism will lead to eventual success. Research has shown that some types of workplaces may contribute to this phenomenon.

The way a company measures success and leadership may allow aggressive and self-serving people to move ahead. This may contribute to the erosion of well-being for the rest of the team at the same time. One common factor is that people who are assertive and focused on personal success tend to move ahead into leadership roles more quickly. They may use the company's political system to get ahead, which may seem like confidence and natural leadership.

Yet this behavior may not be rewarded if it does not contribute to the overall success of the company in the short term (PMC). There are studies that link this to a Machiavellian environment.

These leadership patterns exist partially because of how authority is maintained in some organizations. Toxic leadership styles, such as abusive supervision, can create systems where trust and collaboration are replaced by fear and control. Leaders who intimidate or pressurise may still achieve results, which can maintain their position within the organization.

This creates a situation where behaviors that are negative are not only tolerated but sometimes encouraged, as they appear to produce fruitful outcomes, reports Springer. Such environments can also create a cycle of behavior. When employees observe that aggressive or manipulative actions can lead to promotions, they may begin to use similar strategies. This, over a period of time, normalizes toxicity within the workplace, which makes it more difficult to maintain healthy relationships and teamwork. These patterns can weaken organizational culture and reduce trust between employees and management, reports Springer.

Toxic leadership can also have a huge impact on employees. Many employees experience some amount of emotional exhaustion when they are exposed to constant stress or hostility. This state of exhaustion affects both mental and physical well-being, which reduces motivation and productivity. Employees, over time, may feel demotivated to do their work and might feel less connected to the organization, according to BMC Nursing.

Emotional strain can have an influence on how employees behave. Some individuals withdraw from their responsibilities, while others may reduce how much they engage and how much effort they put in. These responses can further have an effect on team performance and contribute to a decrease in workplace morale. The presence of toxic leadership can therefore have effects that extend beyond individual experiences, which influence the larger work environment (BMC Nursing).

There is a connection between toxic leadership and increased workplace aggression, as shown by research. Hostility can create tension among employees and lead to conflicts within teams. This type of environment causes a reduction in cooperation and makes it harder for employees to work together effectively. Trust decreases over time, and employees may feel a lack of support in their roles (Springer). Organizations also face long-term consequences when toxic individuals are given promotions. Higher turnover rates can take place as employees choose to leave environments where they feel they have less value. This leads to additional costs that are related to hiring and training new staff. Reduced morale and communication can also reduce innovation and slow down decision-making processes (PMC).

Employees under toxic leadership very frequently feel lost and frustrated. When one person is in power, it is difficult for others to confront and challenge the toxic behavior. This results in a stressful work environment and a reduction in overall satisfaction with one's job. Some people may resort to passivity as a coping strategy (BMC Nursing). This can lead to a cycle of propagating a culture of toxic behavior in the workplace. These people, when they reach leadership positions, influence others’ behavior and decision-making. However, once the cycle is sealed, it is a big challenge to break it (PMC). Therefore, the presence of toxic coworkers in leadership positions is a clear indicator of fundamental problems with the workplace system. These problems may appear effective in the short term, but can have a great impact in the long term. One can understand the impact of leadership style on day-to-day activities and how certain behaviors continue to be rewarded.