Egocentric leadership and contrary versus cooperative behaviours at work often lead to unhealthy or “toxic” organizations. Productivity and creativity are replaced by inefficiency and a destructive culture motivated by self-interest and a lack of shared vision. As the number of disgruntled employees grows in relation to workplace stress, it’s important for managers and decision makers to lead by example in an effort to avoid reinforcing dysfunctional work practices which foster a toxic environment.


What is a Toxic Organization?

The “toxic organization” is essentially understood to mean an organization in which there is a negative spiral of dysfunctional working relationships. From key leadership down to frontline employees, the toxic workplace affects everyone. Egos may get in the way of sound decision making, power struggles and intense competition between individuals may stifle the pursuit of common goals, or other dynamics can set up a negative spiral.

In the toxic organization, leadership tends to focus too much of their time building their own self-interests, making interaction with subordinates unproductive. Departments are often at odds and recognition and appreciation are rare. Work-life balance is a concept acknowledged but not practiced. Generally, the emphasis is on what went wrong instead of what went right, which creates an environment that damages the emotional, physical and financial well being of employees. Put simply, toxic leadership promotes a toxic culture.

Moving Towards A Healthy Organization
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