Toxic Leaders in the Office – What Can We Do About Them?
Is there a workplace leader whose very presence causes anxiety? Someone who wants to control everything, speaks in a humiliating tone, or consistently plays favorites? This phenomenon is not just an individual problem—science describes this behavior as destructive or toxic leadership. And its effects are much deeper and more long-term damaging than we might initially think.
What is the Essence of Destructive Leadership?
A destructive leader is someone whose behavior, communication, and decisions continuously exert a negative influence on subordinates and the workplace atmosphere. Important note: this behavior is not always intentional. Many leaders simply become this way due to a lack of skills, poor role models, or working under pressure. However, the result is the same: declining performance, burnout, and employee turnover.
Symptoms of Destructive Behavior
The most common signs include micromanagement—when a leader is unable to trust colleagues and wants to control everything. This is often accompanied by excessive criticism, a complete lack of empathy, or outright favoritism: one colleague is given preferential treatment while others are constantly marginalized.
It is not uncommon to see the withholding of information, the intentional division of colleagues, or even overt manipulation. If this is compounded by unethical decision-making—such as morally questionable steps or rule-bending—the destructive leadership becomes complete.
Why is This Dangerous?
Under such a leader, employees gradually lose their motivation. Anxiety and frustration appear, and workplace stress can eventually lead to burnout or even psychosomatic symptoms. Team cohesion breaks down, people turn away from each other—and ultimately, the company loses out: in performance, talent, and reputation.
Can Destructive Leadership Be Prevented?
Yes—and not just at the management level.
The Role of Selection
Even during the selection process, several telltale signs can indicate that a candidate may be prone to destructive behavior. It’s worth noting, for example, how they talk about former colleagues, how capable they are of admitting their mistakes, and how much they focus on teamwork versus individual results. Psychological tests, situational exercises, and references can help a lot.
The Power of Organizational Culture
Even the best leader can become destructive if the organization "rewards" toxic behavior. A healthy, open, value-based organizational culture can prevent the problem, just as having a mechanism for providing feedback on destructive signs—and ensuring that feedback doesn't go without consequences—can help.
What Can We Do If We Are Already In It?
As an Employee:
- Record the events: When, what happened, how did you feel? This helps if you file a complaint later.
- Talk about it: Find a supporter—a colleague, HR staff, or a coach. Silence and isolation are the worst things.
- Stand up for yourself: If you can do so safely, give assertive feedback: "That style is hindering my performance."
- Leave if necessary: A toxic atmosphere can affect your entire life in the long run. Leaving is not failure; it is courage.
As a Leader or HR Professional:
- Create safety: Provide a way for anonymous feedback. Communicate clearly: we do not tolerate toxic behavior here.
- Act promptly: If feedback is received, investigate it objectively. Don't delay.
- Develop – but be consistent: Most destructive leaders can develop through learning—if they are willing. If not, separation is in the organization's best interest.
Finally: Should We Choose the Leader or the Job?
Next to a good leader, even an "average" workplace can be inspiring. However, a bad leader can turn the best position into hell. Therefore, if we can, we should always choose the leader, not just the job. Observe their behavior during the interview, ask boldly about the team, and try to find out as much as possible about the corporate culture, even informally.
Don't forget: a workplace is not just a place to earn money. You spend a significant part of your life there. It is worth seeking—or building—an environment where you can develop, rather than just survive.
Written by: Dr. Tímea Venczel-Szakó, assistant professor