Abstract
Leadership literature focuses on highlighting the types, ideals, characteristics, and habits of good leaders. Although healthcare organizations may endure less than ideal leaders, some reports indicate that toxic leaders comprise up to 20–30% of leadership. A distinctive set of characteristic behaviors separate the difficult and demanding leader from the toxic leader. Toxic leaders can be characterized as autocratic, manipulative, controlling, deceitful, and callous. Organizations must have a mechanism for identifying, monitoring, counseling, coaching, or even removing toxic leaders. Lack of development of good leaders, dysfunctional teams, loss of productivity, and low morale because of toxic leadership lead to a high burnout rate and turnover.
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