Toxic Leaders
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Toxic Leaders

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The terms toxic leader, toxic manager, toxic culture, and toxic organization are receiving increasing levels of attention at business conferences and in literature on leader effectiveness. This ...

The terms toxic leader, toxic manager, toxic culture, and toxic organization are receiving increasing levels of attention at business conferences and in literature on leader effectiveness. This session takes a broad look at the concept of toxic leadership, the potential causes, the environments that foster toxicity, the impact of toxic leadership on organizational effectiveness, and the actions organizations can take to thrive in toxic environments and transform them into healthy, thriving, and sustainable organizations.

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Toxic Leaders Toxic Leaders Presentation Transcript

  • Organizations That Transform Toxic Leaders: Mission Versus Managementa presentation brought to you by: Sherry Perkins
  • Sherry Perkins • M.A. Organizational Development • 30 Years Experience • Technology/Management/HR • Business Owner • Chair Waco WIB Alliance Vice President Enterprise Solutions • SCORE Counselor Consulting • UOP Management Instructor ® imagine great peoplewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Who We Are • Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of Test Publishers • Microsoft Certified Partnerwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Creating Value for Clients We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Diverse Base of Marquee Clients Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Client Highlights • 11,000 + active clients • Client base includes 152 Fortune 2000 companies • Represented in nearly 130 countrieswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Today’s Topic – Definition of Toxic Leadership – Signs and Symptoms – Environmental/Organizational Contributors And Enablers that Foster Toxicity – Impact of Toxic Leadership on Organizational Effectiveness – Strategies for Transforming Toxic Leaders/Cultures1www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Toxic Corporate Culture Signs and Symptoms? (Chat)2www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • A Workplace May Be Toxic If . . .• Mediocre performance is rewarded over merit-based output (Colligan & Higgins, 2006, Doyle & Kleiner, 1993)• Employees avoid disagreements with managers for fear of reprisal (Jones, 1996)• Personal agendas take precedence over the long-term well-being of the company (Atkinson & Butcher, 2003)• Leaders are constantly on edge and lose their tempers often (“Middle,” 2003)• Employees are treated more like financial liabilities than assets (Macklem, 2005)Gilbert, Carr-Ruffino, Ivancevich, & Konopaske (2012). Toxic versus cooperative behaviors at work: The role oforganizational culture and leadership in creating community-community –centered organizations. InternationalJournal of Leadership Studies, 7 (1), 29-47. 3www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Toxicity The degree to which a substance (a toxin or poison) can harm humans or animals. Usually upon repeated or continuous exposure, sometimes lasting for the entire life of the exposed organism.4 http://www.medterms.com/script/main/art.asp?articlekey=34093www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Life Indicators5www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Life Indicators Grow or Take in Develop Nutrients Heal andReproduce/ Protect Replicate From FurtherThemselves Injury 6 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Organizational Toxicity Hinders Blocks orReproductive Sabotages Potential Nutrition Process Stifles Growth and Inhibits HealingDevelopment7www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Toxic Leader Behaviors• Excessive Employee Monitoring• Micro-Management• Employee Bashing• Overly Demanding and Unreasonable• Unappreciative• Abuse of Power (Bullying/Exploitation)• Self-Serving• Questionable EthicsGilbert, Carr-Ruffino, Ivancevich, & Konopaske (2012). Toxic versus cooperative behaviors at work: The role of organizationalculture and leadership in creating community-community –centered organizations. International Journal of Leadership Studies, 7 (1), 29-47. 8 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Life Indicators9www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Organizational Toxicity• Practice Morale Disengagement• Institutionalize Poor Business Practices• Create a “Smokescreen” or Diversion• Foster Groupthink/The Abilene Paradox10www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Today, Few Employees Are ‘Engaged’ in Work Random samples of the U.S. working population over 18 years of age 100% 90% 17% 20% Engaged 29% 80% 70% 60% 64% 62% 55% Neutral 50% 40% What will your workforce profile look like? 30% 20% 10% 16% 19% 18% Bitter 0% Gallup Towers Perrin EEESource: The Gallup Organization, Towers Perrin and The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 11 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Levels of Engagement Highly Engaged Engaged Supportive of Goals Great Match Good Match Fully Accountable Easily Motivated Contagious Enthusiasm Involved Enthusiastic Pursuit of Goals Focused Fully Committed Understands Expectations Pro-active Secure Levels of Engagement Dis-engaged Highly Dis-engaged Fair Match Poor Match Not interested Destructive Questions Expectations Disruptive Avoids Participation Discourages Others Easily Distracted Aggressive Resistance Apathetic, Aloof Fearful, Bitter Dissatisfied, Insecure Does not Know Expectations12www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Enhancing Your Leadership Charisma: A Step-by-Step GuideEngagement = Productivity & Profitability …which equates to: …a 51% Gap in Operating Income! …a 39% Gap in Earnings per Share! …between high and low engagement organizations Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.) 13 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Enhancing Your Leadership Charisma: A Step-by-Step GuideEngagement = Productivity & Profitability “…we  looked  at  fifty  global  companies  over  a  year,  correlating  employee   engagement levels with financial results...The companies with high employee engagement had a in operating income and in earnings per share. Conversely, companies with low levels of engagement saw and earnings per 14 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • What Can Organizations Do To Combat Toxicity?15www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Team Tendencies that Counteract Toxicity Leverage Diverse Ideas Diverse viewpoints can lead a team to better problem-solving. • You may have team members with various learning styles and problem- solving preferences. • You’ll need to ensure they have opportunities to make their perspectives known. • Strong teams find ways to ensure that their solutions reflect a multi-cultural, multi-valued influence.16www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Team Tendencies that Counteract Toxicity Strengthen Communication Channels There’s no substitute for understanding the innate behaviors of your team members. • Encourage active listening and ensure influence based on task-relevant knowledge rather than on status or personal dominance. • Apply your skills as a leader and facilitator to moderate the group and ensure that people have adequate opportunities to contribute. • Consider communication and learning styles. • A formal assessment of skills and strengths is an effective, time-tested method.17 How to Avoid the Seven Biggest Team-Building Blunders | 25www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Team Tendencies that Counteract Toxicity Encourage Collaboration It is important to create an environment that allows team members to voice their opinions in an open & honest manner. • Solicit the perspective of individual members • Get all sides of the story; Avoid Groupthink or the Abilene Paradox (Janis,1982; Harvey,1988) • Weigh arguments to make a decision • Establish data and metrics to help you make decisions • Practice strategies for “Crucial Conversations” (Patterson, Grenny, McMillan & Switzler, 2002)18www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • How to Avoid the Seven Biggest Team-Building Blunders Failure to Establish Appropriate Norms A certain amount of conflict is healthy. • Encourage collaboration and educated risk-taking • Set the right tone and the right reward structure that prompts everyone to contribute • Tolerate reasonable levels of ambiguity. Testing different approaches and taking smart risks is necessary for achieving the best result. • Most importantly, you should use failure as an opportunity to dig deeper toward a solution.19 How to Avoid the Seven Biggest Team-Building Blunders | 27www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • PXT Team Culture • How do we learn? • How do we work? • What do we enjoy? • How will we collaborate?20www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Team Balance Table21www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Open-Systems Team Model (Pre-requisites) Dr. Oscar Mink, Open Organization, 1979Effective Decision Level atCommunications Lowest Level of CompetencyEqual Reward forTeam versus Members WhoIndividual Are Capable andAchievement CommittedClearly Understood Goals Inspire ContinuousMember Authority and LearningAccountability 22 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Double-Loop Learning Argyris, C. (1978) Retrieved from http://www.google.com/imgres?imgurl =http://www.leadershipnow.com/leadingblog/images/Double-LoopLearning. . . Also http://www.infed.org/thinkers/argyris.htm.23www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Don’t Punish Your Leaders – Prepare Them24www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • CheckPoint 360°TM Multi-Rater System25www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Competencies & Skill SetsCommunication: Task Management:• Listens & Communicates Effectively • Works Efficiently• Processes Information • Works CompetentlyLeadership: Production:• Instills Trust • Takes Action• Provides Direction & Delegation • Achieves ResultsAdaptability: Development of Others:• Adjusts to Circumstances • Cultivates Individual Talents• Thinks Creatively • Motivates SuccessfullyRelationships: Personal Development:• Builds Personal Relationships • Displays Commitment• Facilitates Team Success • Seeks Improvement26www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Executive Competency Overview27www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Continued28www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Survey Summary of the 70 Items29www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Development Summary Overview30www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • CheckPoint 360°TM Management Report31www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • CP360 Management Report Cont. • Working with Sally Sample • Accountability Process • A Process for the Manager to Follow in Using the Report for Coaching.www.profilesinternational.com 32©2012 Profiles International, Inc. All rights reserved.
  • CP360 Management Report Cont. A Process for the Manager to Follow to use the Report for Coaching. 33www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • What Next??34www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 30-Day Challenge Leadership Effectiveness Analysis35www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Our Gift To You (Poll) Would you Like to Receive a Free Leadership Effectiveness Evaluation? 1. Yes For You 2. No A Leadership Effectiveness EvaluationIncludes:1. Profile XT2. Profiles Performance Indicator3. Checkpoint 360 Survey 36 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • Questions?
  • www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business