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Toxic Organizational Cultures and Leadership

Name: Toxic Organizational Cultures and Leadership
Author: Susan Hetrick
ISBN: 9781000847468

by Susan Hetrick

March 2023

Beginner to intermediate

278 pages

7h 54m

English

Routledge

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Cover
Endorsements
Half Title
Title Page
Copyright Page
Dedication
Dedication
Table of Contents
List of Illustrations
Acknowledgements

List of Acronyms and Abbreviations
Introduction
Part I The Four Stages of Toxicity
1 Why Culture Matters
1.1 Introduction1.2 Culture and Leadership1.3 Toxic Cultures1.3.1 Toxic Origins – A Word1.4 Positive Cultures: The Opposite of Toxic Cultures?1.4.1 Corporate Culture and Change1.4.2 Culture Levers1.5 Culture and Corporateness1.5.1 Toxic Organizational Norms
2 The First Driver of Toxic Culture – The Normalization of Deviance
2.1 Normalization of Deviance2.2 What Is Meant by the Normalization of Deviance?2.3 What Parallels Can We Draw for Business?2.4 What Was the Normalization of Deviance for RBS?2.5 The Reinforcement of Success Leads to the Normalization of Deviance2.6 The Slippery-Slope Effect
3 The Second Driver of Toxic Culture – Cognitive Dissonance
3.1 Introduction3.2 Defining Cognitive Dissonance3.3 The Case of the Volkswagen Carbon Emissions Scandal3.4 Linking Image, Vision, and Culture: Corporate Reputations3.4.1 Culture, Image, and Identity3.5 Carillion – A Case Study3.5.1 Cognitive Dissonance3.5.2 Normalization of Deviance3.5.3 Toxicity Spreads3.5.4 The Lessons of Carillion
4 The Four Stages of a Toxic Culture
4.1 Introduction4.2 Performance Pressures4.2.1 Performance Pressures at Boeing4.3 Triggers of Toxicity4.4 Stages of Toxicity4.4.1 Stage 1: Performance Pressure Leading to a Bold New Vision4.4.1.1 Performance Pressures4.4.1.2 Toxic Behaviours by Senior Leaders Become Tolerated4.4.2 Stage 1 and the Normalization of Deviance4.4.3 Stage 2: Demand for Loyalty and Alignment4.4.4 Stage 3: Reverence from External Stakeholders4.4.5 Stage 4: Cult of Singularity4.5 Summary
Part II The Toxic Triangle
5 Toxic Leadership
5.1 Introduction and Context5.2 Approaches to Leadership: The Three Camps5.2.1 Defining Toxic Leadership5.2.2 The Impact of Toxic Leadership5.3 Dysfunctional Behaviour in the Workplace5.3.1 Measuring the Dark Side of Leadership5.3.2 Bullying in Leadership5.3.3 Bullying Tactics5.4 The Dark Triad5.4.1 Machiavellian Leadership5.4.2 Narcissistic Leadership5.4.3 Psychopathic Leadership or the Corporate Psychopath5.5 Toxic Leadership in the Workplace5.5.1 Abuse of Power5.5.2 Unrealistic Demands5.5.3 Demand for Perfection5.5.4 Control, Control, Control5.5.5 Them versus Us5.5.6 Enticing You In5.5.7 Divide and Rule5.5.8 Threats5.5.9 Selling a Vision5.5.10 Requirement of Unquestionable Loyalty and Devotion5.6 Is the Poison in the Person or in the Bottle?5.7 Summary
6 Susceptible Followers
6.1 Introduction6.2 Leadership and Followership6.3 Expectations of Followership6.4 Followership and Toxic Leadership6.5 Followership in Toxic Cultures6.6 Susceptible Followers6.7 Positive and Negative Followers6.7.1 Narcissistic Followers6.7.2 Machiavellian Followers6.7.3 Psychopathic Followers6.8 Toxic Followers Working for Toxic Leaders6.8.1 Other Types of Followers6.8.1.1 The Quiet Resistance6.8.1.2 The Survivor6.9 Summary
7 Conducive Environments
7.1 Introduction7.1.1 Instability7.1.2 Perceived Threats7.1.3 Favouritism7.1.4 Absence of Checks and Balances7.2 Cultural Values7.3 Measuring a Conducive Environment7.4 The Pressure of Performance on Individual Behaviour7.5 Performance Management Systems7.6 The Negative Consequences of Performance Management Systems7.7 Bullying7.8 Rewarding Toxic Behaviours7.9 The Impact of Harassment and Bullying7.10 The Impact of Harmful Behaviour on Corporate Reputation7.11 Summary
Part III How to Build and Sustain a Healthy Workplace Culture
8 How to Build and Sustain a Healthy Workplace Culture
8.1 Introduction8.1.1 Defining a Healthy Workplace Culture8.1.1.1 Extreme Collectivist Cultures8.1.1.2 Extreme Individualistic Cultures8.2 Realign Corporate Values and Measure Engagement, Inclusion, and Respect8.2.1 Values8.2.2 Consensus on Values8.2.3 Measure Values8.2.4 Drivers of Employee Engagement8.2.5 Measure Engagement . . . and Disengagement8.2.6 Measuring Disengagement8.3 Enable Psychological Safety and Support Employees to Speak Up8.3.1 From Evaluating to Coaching8.3.2 Multidirectional Feedback8.3.3 Speaking Up8.4 Strengthen and Enable Leadership to Act as Role Models8.4.1 Train, Promote, and Develop Leadership Capability8.5 Promote and Align HR Policies and Processes8.5.1 Embedding Values through HR Policies and Processes8.6 Elevate Well-being8.6.1 Flexible Working Arrangements8.6.2 Create a Sense of Community8.6.3 The Business of Well-being8.6.4 Elevate Well-being Questions Using the 5-Point Likert Scale8.7 Call Out Toxic Behaviours8.8 Transform Career Development and Learning through the Growth Mindset8.8.1 Career Management at the World Bank Group8.8.2 Talent Marketplace8.8.3 Questions to Test Career and Talent Engagement Using the 5-Point Likert Scale
9 A Framework for Action
9.1 Introduction9.2 Framework for Action
Conclusion
Index

Content preview from Toxic Organizational Cultures and Leadership

1 Why Culture Matters

DOI: 10.4324/9781003330387-3

1.1 Introduction

The costs of a dysfunctional corporate culture are substantial.

Toxic cultures have been linked to higher cases of mortality, unethical behaviour, and even criminality. A Gallup study of more than 7,000 adults in the USA¹ revealed that one in two had left their job to get away from their manager in order to improve their overall life at some point in their career. BreatheHR (UK) estimated the cost of toxic workplace culture in SMEs alone is around £15.7bn per year (2020),² and the Society for Human Resource Management (SHRM) in the USA found that toxic workplace cultures cost an estimated $223bn over the five years prior to 2019.³

The Financial Conduct Authority, the UK’s ...

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Toxic Organizational Cultures and Leadership

by Susan Hetrick

1 Why Culture Matters

1.1 Introduction

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