Chapter 3 The toxic effect of power imbalance
Introduction
The exercise of power, whether through violence or subtle influence, has intended and unintended consequences on the culture of the environment in which people participate. It was Lord Acton who suggested that power corrupts. One of the key drivers of toxic leadership is the pressure created by the ‘4th Industrial Revolution’ (mechanisation, mass production, automation and now digitisation) (1). Competitive pressures have led to toxic decisions and illicit behaviour ‒ for example, Volkswagen and the diesel test fraud (2).
The global pandemic has added further pressure to quickly respond to changed imbalances in market conditions, where there have been ...
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