Managing Toxic Leaders : Dysfunctional Patterns in Organizational Leadership and How to Deal with Them

• Autorzy: Marco Tavanti

Warianty tytułu

Zarządzanie toksycznymi liderami : dysfunkcyjne schematy w przywództwie organizacyjnym i sposoby radzenia sobie z nimi

• Języki publikacji: EN

Abstrakty

EN

This study reviews different typologies of toxic leaders in organizations-from bullies to narcissistic leaders. Unfortunately, toxic leaders are a painful but common reality in many organizations. Their destructive behaviors and dysfunctional personal characteristics often generate enduring poisonous effects on those they lead. They are identified by selfish outcomes in their decision-making and how they leave subordinates worse off than when they began. What distinguishes excellent from average managers is their ability to effectively manage dysfunctional leaders in the workplace. Even though some organizations may promote or simply tolerate toxic leaders for economic or political reasons, the long-term impact on the company's mission and reputation is often underestimated. The author suggests some effective coping strategies to identify, address, and transform toxic leaders and workplaces. (original abstract)

Niniejsza praca zawiera przegląd różnych typów toksycznych liderów w organizacjach - od gnębicieli po narcyzów. Toksyczni liderzy są bolesnym, jednak powszechnym elementem rzeczywistości w wielu organizacjach. Ich destrukcyjne zachowania i dysfunkcyjne cechy osobowości często trwale szkodzą osobom, którymi kierują. Gdy podejmują decyzje, kierują się oni zazwyczaj egoistycznymi pobudkami, co prowadzi do tego, że sytuacja pracowników się pogarsza zamiast poprawiać. Dobrych menedżerów od przeciętnych odróżnia zdolność do skutecznego zarządzania dysfunkcyjnymi liderami w miejscu pracy. Nawet jeśli niektóre organizacje mogą promować (lub po prostu tolerować) toksycznych liderów z przyczyn ekonomicznych lub politycznych, często lekceważy się ich długoterminowy wpływ na misję i reputację przedsiębiorstwa. Autor proponuje pewne skuteczne strategie, które pozwalają znaleźć toksycznych liderów i toksyczne miejsca pracy, zająć się nimi i wywołać zmiany. (abstrakt oryginalny)

Słowa kluczowe

EN

Leadership; Leader in the organization; Leader's personality; Efficiency of manager

PL

Przywództwo; Lider w organizacji; Osobowość lidera; Efektywność menedżera

• Czasopismo: Zarządzanie Zasobami Ludzkimi
• Rocznik: 2011
• Numer: nr 6
• Strony: 127--136

Twórcy

autor

Marco Tavanti

• DePaul University in Chicago

Bibliografia

• Branham, Leigh (2005), The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act before It's Too Late, New York, American Management Association.
• Buckingham, Marcus and Coffman, Curt (1999), First, Break All the Rules: What the World's Greatest Managers Do Differently, New York, New York, Simon & Schuster.
• Edwards, Hazel and McGrath, Helen (2009), Difficult Personalities, Camberwell, Victoria, Penguin.
• Flynn, Gillian (1999), "Cover Story Package - Stop Toxic Managers before They Stop You!" Workforce, p. 40.
• Frost, Peter J. (2003), Toxic Emotions at Work: How Compassionate Managers Handle Pain and Conflict, Boston, Harvard Business School Press.
• Gangel, Kenneth O. (2008), Surviving Toxic Leaders: How to Work for Flawed People in Churches, Schools, and Christian Organizations, Eugene, Origon, Wipf & Stock.
• Glass, Paul Kenneth (2002), Managing Difficult Personalities in The Workplace: The Manager's Practical Guide, Waukesha, Wisconsin, Psychology for Business.
• Goldman, Alan (2009a), Destructive Leaders and Dysfunctional Organizations: A Therapeutic Approach, Cambridge, New York, Cambridge University Press.
• Goldman, Alan (2009b), Transforming Toxic Leaders, Stanford, California, Stanford Business Books, XXVI, 155 p.
• Goleman, Daniel, Boyatzis, Richard, and McKee, Annie (2001), "Primal Leadership: The Hidden Driver of Great Performance", Harvard Business Review, 79 (11), 42-51.
• Harvey, Michael et al. (2007), "A Bully as an Archetypal Destructive Leader", Journal of Leadership & Organizational Studies, 14 (2), 117-29.
• Hodson, Randy, Roscigno, Vincent, and Lopez, Steven (2006), "Chaos and the Abuse of Power", Work and Occupations, 33 (4), 382-416.
• Kusy, Mitchell and Holloway, Elizabeth (2009), Toxic Workplace! Managing Toxic Personalities and Their Systems of Power, San Francisco, Jossey-Bass.
• Lipman-Blumen, Jean (2005a), The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians-And How We Can Survive Them, Oxford, New York, Oxford University Press.
• Lipman-Blumen, Jean (2005b), "Toxic Leadership: When Grand Illusions Masquerade as Noble Visions", Leader to Leader, 2005 (36), 29-36.
• Lubit, Roy H. (2004), Coping with Toxic Managers, Subordinates - And Other Difficult People, NJ: FT Prentice Hall, Upper Saddle River.
• Niehus, Paul (2011), The Toxic Manager, Toowoomba, Queensland,: P. Niehus.
• Reed, George E. (2008), "Toxic Leadership", Military Review, July-August, 67-71.
• Schmidt, Andrew Alexander (2008), Development and Validation of the Toxic Leadership Scale, <http://hdl.handle.net/1903/8176>.
• Sue, Marsha Petrie (2007), Toxic People: Decontaminate Difficult People at Work without Using Weapons or Duct Tape, Hoboken, New Jersey, John Wiley & Sons.
• Sue, Marsha Petrie (2010), The Reactor Factor: How to Handle Difficult Work Situations without Going Nuclear, Hoboken, New Jersey, John Wiley & Sons.
• Sutton, Robert I. (2007), The No Asshole Rule: Building a Civilized Workplace and Surviving One that Isn't, New York: Warner Business Books.
• Tavanti, Marco (2008), "Transactional Leadership", in Antonio Marturano and Jonathan Gosling (Editors), Leadership: The Key Concepts, London, New York, Routledge, 160-70.
• Ury, William (1991), Getting Past No: Negotiating with Difficult People, New York: Bantam Books.
• Vega, Gina and Comer, Debra R. (2005), "Sticks and Stones May Break Your Bones, but Words Can Break Your Spirit: Bullying in the Workplace", Journal of Business Ethics, 58 (1/3), 101-09.
• Whicker, Marcia Lynn (1996), Toxic Leaders: When Organizations Go Bad, Westport, Connecticut: Quorum VI, 189 p.