Three signs of toxic leadership

Characteristics do not always have the same effect. It may well be that certain characteristics of employees in subordinate positions initially appear positive or are highly valued. However, these same traits can prove problematic over time when the person in question moves up to a management position. Experts at Hogan Assessments - a global workplace personality assessment and leadership consulting service - have identified three key traits to keep an eye on to avoid toxic leadership situations in the first place.

Property no. 1: Caution

Caution may seem like a good quality in leaders, as it is assumed that such leaders are level-headed and rational. However, this is not always true and this trait can be more of a hindrance than a help. Cautious leaders can be toxic in that their fear of making mistakes can bring projects and companies to a standstill. "This type of leader tends to work with a 'worst case scenario' mentality and always assume that nothing is certain. This, in turn, makes cautious leaders unwilling to try new things and reluctant to make decisions," explained Dr. Ryne Sherman, Chief Science Officer and co-host of The Science of Personality podcast.

This inability to make clear decisions can not only bring projects to a standstill, but can also lead to a complete lack of leadership or aimless managers. This has a negative impact on their subordinates as their teams then learn to develop workaround strategies to accomplish their daily tasks, which in turn results in a lack of leadership. Alternatively, this indecision or lack of autonomy of action can rub off on the team, leaving the entire department feeling disoriented and struggling to achieve their goals.

Trait no. 2: Ingenuity

"Imaginative people are very creative and love brainstorming sessions. This can be quite positive for employees as it means that their managers are always providing them with a platform where their ideas and feelings are heard. As leaders, however, they can quickly become bored with daily tasks and activities, which can be counterproductive to a company's success," says Dr. Sherman. Resourceful leaders are easily distracted by their own thoughts and can digress from their tasks, resulting in a more chaotic and disorganized leadership style that can isolate or hinder subordinates who would benefit from a more structured way of working.
Their tendency to complicate problems and take unconventional or new approaches to problem solving has the potential to create a toxic leadership style. The fact is that not every problem requires a completely new approach on the part of the manager. Rather, an insistence on ingenuity and creativity can lead employees to view such a leader as unfocused and impractical, which can undermine their authority and add to the chaos caused by their leadership style.

Trait no. 3: Daring

Daring leaders can be inspiring, courageous and confident. Employees can indeed learn a lot from them and their rise to the top of their organizations, but they can also pose a challenge to those working with and under them. "Daring leaders refuse to admit their own mistakes or take responsibility for their failures because they are afraid of losing face. Believing themselves to be infallible, or at least insisting on being portrayed as such, they often blame their teams for problems. This can lead to a lack of trust within a team structure and resentment among subordinate employees, creating a toxic work environment," says Dr. Sherman.

While daring leaders sometimes lack accountability, they may take every opportunity to praise themselves, even going so far as to claim credit for the team's accomplishments, regardless of how involved they themselves were. At the same time, this type of leader often lacks the ability to recognize the hard work of their employees. Instead, they prefer to emphasize their own achievements to their superiors. This lack of team solidarity and lack of encouragement can be demoralizing for a team and lead to resentment among colleagues and a lack of drive or motivation among subordinates.

Source: Hogan Assessments