Example of Toxic Leadership: Cold Fish

Another common types of toxic leader known by the terms coined by Liechty, (2005) is Cold Fish. 

Cold Fish leadership is just as toxic as Puppet Master. Cold Fish leadership allows the leader to get the job done regardless of who or what it will affect (Liechty, 2005). Cold Fish leaders use heuristics negatively to get what they want done. Over-precision bias suits the cold fish leader. Having a mindset of completion and wining is a narcissistic trait. Cold Fish leaders want to win and be recognized for winning and will do so by any means necessary; their narcissistic behavior causes them to seek social approval (Chatterjee& Pollock, 2017). Social approval will allow them to be seen and recognized. Is your leader a Cold Fish? 

Chatterjee, A., & Pollock, T. G. (2017). Master of Puppets: How Narcissistic Ceos Construct Their Professional Worlds. Academy of Management  Review, 42(4), 703–725. https://doi-org.proxy1.ncu.edu/10.5465/amr.2015.0224

Liechty, D. (2005.). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians, and how we can survive them. Journal of Religion & Health, 44(1), 121–123. Retrieved from http://proxy1.ncu.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=edswss&AN=000227732600012&site=eds-live

Example of Toxic Leadership: Puppet Master

One common types of toxic leader known by the terms coined by Liechty, (2005) is Puppet Master.

Puppet Masters must have control. It is their way or no way. This type of toxic leader does not listen to the team because their decision is made and input from anyone else is irrelevant. An example is a CEO who refuses discussion from other leaders at a board meeting (Boddy, Miles, Sanyal, & Hartog 2015). Similar to a real puppet master, this type of leader knows how to pull someone’s strings in the right direction to manipulate their reaction and get them to do exactly what the master wants.  Is your leader a Puppet Master?

Boddy, C., Miles, D., Sanyal, C., & Hartog, M. (2015). Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths. Organization, 22(4), 530. Retrieved from http://proxy1.ncu.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=edb&AN=108529978&site=eds-live

Liechty, D. (2005.). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians, and how we can survive them. Journal of Religion & Health, 44(1), 121–123. Retrieved from http://proxy1.ncu.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=edswss&AN=000227732600012&site=eds-live

Toxic Leadership Defined | Part 2

Toxic leadership is a form of abuse and causes a hostile work environment for organizations because fear is bestowed in the employees. Many employees adhere to the toxic leadership demands because they are fearful of losing their job hence as to why toxic leaders are often successful. Toxic leaders are often called industrial, organizational, or corporate psychopaths. According to research, a corporate psychopath is one who avoids crossing the criminal line such as murder and violence and stays within the realm of bullying and fraud (Blair, 2001; Boddy, Miles, Sanyal, & Hartog 2015). Toxic leaders know what boundaries not to cross and they know to do just enough to hurt the organization without fraud. Have you witnessed fraud under toxic leadership?

Blair, R. J. R. (2001) ‘Neurocognitive Models of Aggression, the Antisocial Personality Disorders, and Psychopathy’, Journal of Neurology, Neurosurgery and Psychiatry 71(6): 727–31. 

Boddy, C., Miles, D., Sanyal, C., & Hartog, M. (2015). Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths. Organization, 22(4), 530. Retrieved from http://proxy1.ncu.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=edb&AN=108529978&site=eds-live

Toxic Leadership Defined | Part 1

 Toxic leadership is not a new topic. Toxic leaders are known to be selfish, self-centered, bias, and dangerous. Research states that toxic leadership is likened to a sickness that questions the values and goals of an organization through malicious and corrupt behavior (Pathak, 2017). Toxic leaders have one objective, to focus on their personal goals. They are manipulative and narcissistic. Often toxic leaders have “informers” (who they have manipulated and gas-lighted) inside the organization to keep them up-to-date on the business status of the organization; they use this information for their personal use such as to gain another position or to persuade a board member (Pathak, 2017).  Are you working for a toxic leader?

Pathak, M. (2017). Decoding Toxic Leadership. Human Capital, 20(9), 62–63. Retrieved from http://proxy1.ncu.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=121272589&site=eds-live