Toxic Leadership in the Workplace

Abstract

The level to which toxic leadership prevails in the Army Organization is a concern that requires a detailed research. Whereas most journals on Army Leadership stress on the positive features of leaders, this paper will examine the literature on toxic leadership and its effects in the Army Organization (Reed, 2008). This paper will address comprehensive definition of toxic leadership, supported by the views of different scholars concerning the personal features of toxic leaders and recommendations to alleviate its devastating effects in the organization. The paper presents an examination of toxic leadership in the U.S. Army Organization.

Statement of the Problem4

Descriptive Overview of the Army Organization4

Problem Background6

Literature Review7

Problem Analysis9

Recommendations10

Conclusion11

Toxic Leadership in the Workplace

Statement of the Problem

Merging the term 'toxic' with anything will presumably raise negative thoughts in any person's mind, but what is a toxic leadership? The level to which toxic leadership prevails in the Army Organization is a concern that requires a detailed research. Whereas most journals on Army Leadership stress on the positive features of leaders, this paper will examine the literature on toxic leadership and its effects in the Army Organization (Reed, 2008). This paper will address comprehensive definition of toxic leadership, supported by the views of different scholars concerning the personal features of toxic leaders and recommendations to alleviate its devastating effects in the organization. The paper presents an examination of toxic leadership in the U.S. Army Organization. It develops insight into toxic management in the Military; why it prevails, why it is accepted and what effect optimistic management may have on this trend.

Descriptive Overview of the Army Organization

The research into toxic management in the armed forces should take account of a close analysis at why it prevails and why it seems to be so ubiquitous in the armed forces. The simple response is that toxic management reveals a characteristic of individual character. As mentioned in previous publications, human beings fall prey to a chain of hierarchy requirements. Recalling that Maslow hierarchical pyramid, the requirements at the low level must be satisfied before moving up to the next one. Regrettably, some individuals wrestle with getting these requirements satisfied. They get deferred at some stage of growth and are never capable to go to the next. If this is at stage two, the level of security, or level three, feeling of affection and belongings, the effect may be low self-esteem or no self-respect. Almost every kind of toxic management earlier described has self-respect issues as its origin. Some of these individuals make it into the Military and into management posts.

One more rationale may be the intrinsic ironic environment of Army Management. An analysis of some of the toxic management kinds reveal some preferred traits of Army Management. Contrasting some of the mild qualities and kinds, for example lack of skill, malpractice, insufficiency, and absenteeism, many of the more grave qualities and kinds, for example full of activity, strict, on top of things, imposing, self-assured, and street combatant, may be features the Military counts in ...