Toxic Leadership
From the small, family-run shop to large corporations—even entire governments—we continue to hear shared stories of bullying, harassment, and drama at work. The common thread? Toxic leadership. And with growing media coverage of poor behaviour in politics and business, the spotlight on toxic leadership has never been brighter.
Leaders shape workplace culture. When leadership turns toxic, the damage ripples through the entire organization—impacting morale, productivity, engagement, mental health, and retention. It’s not just bad behaviour. It’s a serious risk to your people and your bottom line.
There’s a clear difference between normal workplace stress and a culture that causes dread, anxiety, or illness. One working definition of a toxic workplace is a culture marked by significant drama, infighting, and personal battles that actively harm performance and well-being.
What Is Toxic Leadership?
Toxic leadership goes beyond being a difficult or ineffective boss. These leaders proactively harm others and believe they can do no wrong. They use fear and intimidation to control. They belittle their staff, threaten or embarrass employees into compliance, and show little to no empathy.
It’s astonishing how many textbook narcissists rise to positions of power. They believe the rules don’t apply to them, and they treat disagreement as betrayal.
10 Toxic Leadership Practices That Fuel Toxic Cultures
These leadership behaviours, adapted from the Global Business and Economic Roundtable’s Road Map to Mental Disability Management, are commonly found in harmful workplaces:
- Imposing unreasonable demands on subordinates and withholding information materially important to them in carrying out their job
- Denying employees autonomy over their day-to-day work. Refusing to give employees reasonable discretion over the day-to-day means and methods of their work
- Failing to credit or acknowledge their employees contributions and achievements
- Creating a treadmill of constant work with too much to do all the time and rejecting, an employee’s concerns about workload
- Keeping employees in the dark, fostering confusion and anxiety. Perpetuating an environment in which employees are never sure what is happening around them
- Allowing mistrust to take root through gossiping and vicious office politics
- Tolerating, even fostering, unclear company direction and policies, job ambiguity and unclear expectations (when you aren’t clear on how your performance will be measured, you’re already set up to fail.)
- Failing to connect performance reviews to the employee’s role or growth
- Lack of two-way communication up and down the organization
- Creating double standards—“rules for thee but not for me”. Imposing rules that the leader doesn’t bother adhering to but commanding obedience in an effort to exert power and maintaining a sense of control
Warning Signs That Toxic Leadership Is Taking Hold
Sometimes the signs aren’t obvious at first. But if you or your employees consistently experience the following, the culture may be turning toxic:
- An overwhelming sense that something is wrong
- A sick feeling in your stomach
- Feeling like you’re constantly on edge or hyper-alert
- Feeling like there’s something “not being said” in every meeting
- A strong urge to seek help or discuss the situation frequently with friends
- Physical symptoms like racing heart, stomach upset, or sleep disruption
If any of these signs ring true, then you may be working in a toxic work environment. These are not signs of “toughing it out.” These are signs of distress. And when ignored, they can lead to serious mental and physical health consequences.
Employer’s Responsibility In Dealing With Toxic Leadership
In Canada, employers are legally required to ensure their workplaces are physically and psychologically safe. That includes preventing psychological harassment and maintaining a respectful, inclusive culture.
One of the most critical decisions an organization makes is who it chooses to lead. Yet, according to Gallup, companies select the wrong person for leadership roles 3 out of 4 times. (82%).
Why does this matter? Because managers and leaders account for 70% of the variance in employee engagement across business units. And toxic leaders are one of the top causes of disengagement, absenteeism, and turnover.
Leaders must be chosen not only for their skills but for their ability to foster trust, fairness, and psychological safety. The cost of getting it wrong is far too high.
What Healthy Leadership Looks Like
To reduce the risk of toxic leadership taking root—or to repair existing damage—organizations must actively build a healthy leadership culture. This includes:
Emotional Intelligence: Leaders who are self-aware and able to regulate emotions while recognizing the impact they have on others.
Transparent Communication: Open, honest, and respectful dialogue that invites diverse viewpoints.
Psychological Safety: Teams thrive when they can speak up without fear of embarrassment or retribution.
Accountability at Every Level: Clear behavioural standards and consequences for all team members—especially those in power.
Feedback Loops: Regular employee surveys, 360-reviews, and structured opportunities for staff to provide input on leadership effectiveness.
Support for Middle Management Matters
Many toxic dynamics don’t start at the executive level—they emerge when middle managers are promoted based on technical skill, not people leadership. These leaders are often undertrained and overwhelmed.
Equip them with:
Coaching and leadership development
Clear expectations for inclusive, respectful behaviour
Mentorship and support from senior leadership
Tools for handling difficult conversations, feedback, and team dynamics
Middle managers carry much of the emotional weight in organizations. Invest in them early and often.
What Employees Can Do
Toxic leadership doesn’t just hurt performance—it can hurt your health. If your job is poisoning your life, and your boss frequently upsets, frustrates, or intimidates you—and there’s no clear pathway to change—then it’s time to seriously consider your options.
Before walking away, explore:
Documenting concerning behaviours
Speaking with HR, a trusted leader, or your union rep
Using formal internal reporting channels
Accessing Employee Assistance Programs (EAP) or external mental health support
And if none of these avenues bring relief or change?
Give yourself permission to leave. Your health and peace of mind are worth more than any pay cheque.
Final Thoughts
Toxic leadership can’t be ignored. Whether subtle or overt, it corrodes trust, engagement, and well-being—and its effects ripple beyond the workplace.
Leaders have a responsibility to do better. That means self-awareness, training, accountability, and above all, leading with empathy and integrity.
A healthy workplace culture is not a perk. It’s a necessity.
Questions
Is your workplace a healthy place to work?
Are your leaders supportive?
Do employees know how to deal with negativity and toxicity?
Contact Beverly about hosting a workshop for your teams on how to deal with difficult people at work. Learn strategies to create a more positive attitude in the workplace and encourage an engaging, safe working environment!
If you have some strategies to share – comment on this posting!
Additional Postings:
The 7 Reality Anchors™ Leaders Must Accept to Deal Effectively With Difficult People
Dealing With Difficult People at Work
Dealing With Difficult Employees
Don’t Let That Difficult Customers Rattle Your Staff
How To Handle A Difficult Boss
Stop Letting That Difficult Person Ruin Your Day
Stress Still The #1 Lifestyle Risk