LESSONS IN TOXICITY

What are the lessons to be learned from the toxic leaders and dysfunctional companies presented in Destructive Leaders and Dysfunctional Organizations: A Therapeutic Approach? Leadership has been alerted to the fact that the study of toxicity is important to the welfare of many employees and potentially can be a troublesome and messy subject to deal with (Jamieson, 2008, p. 225). Despite a growing interest in dysfunctional organizations and toxic leadership it is still a relatively recent subject for scholarly research and consultant reports. The impact of toxicity has in fact been upending. As astutely articulated by Jamieson, toxicity “is a serious – and probably more widespread than is apparent – phenomenon – often with deteriorating affects on individuals and organizations” (Jamieson, 2008, p. 225).

TOXICITY MISMANAGED TAKES ON A LIFE OF ITS OWN

Hopefully the companies and leaders presented in this book serve to open the doors of organizational perception and provide ample reason for early assessment and intervention. In Destructive Leaders dimensions of a code alert have been issued.

• Undetected, toxicity spreads.

• Overlooked and avoided, toxicity metastasizes.

• Swept aside and denied, toxicity erodes productivity and motivation.

Toxicity unchecked may in fact be a significant dark force driving organizational misbehavior, counterproductive work practices, grievances and litigation, retention and turnover debacles and the erosion of leadership.