Contextual Origins of Toxic Behaviour

Abstract

This paper identifies three key dimensions which help to illuminate the origins of toxic leadership and dysfunctional executive behaviour and they are derived from case material in which the author had privileged access to observe senior executives across a wide range of organisations, and during challenging situations and crises. The stimulus for this research was both an interest in the psychological make-up of executives who had displayed dysfunctional behaviours and in seeking to identify potential ‘markers’ of latent leadership toxicity. Purpose Whilst the psychological make-up and behavioural characteristics of executives remained the pivotal focus in this research that alone proved to be too narrow a perspective to account sufficiently for the range of dysfunctional episodes and patterns of behaviour observed. Further analysis identified two additional dimensions each of which was seen to profoundly affect executive behaviour. Firstly, the impact of the internal culture and context of the organisation and finally the impact of the wider external business and political context within which the organisations observed traded. Based on an analysis of the data a Three-Legged framework is introduced which can be used to re-view and de-construct executive behaviour-in-context and to guard against future executive toxicity and organisational decline taking hold. Findings The research identified the three core dimensions, together with six underlying ‘emergent themes’, which can be used forensically to examine and guard against dysfunctional and counter-productive leadership. Firstly, the need to assess the psychological and behavioural suitability of a person for the executive responsibility. Secondly to consider how the internal culture and operational context of an organisation may facilitate or impede counter-productive leadership behaviour. Finally assess the possible impact of external environmental factors, and pressures, on executive behaviour within the organisation.