When Destructive Leadership and Organizational Behaviors in a Health System Form a Disruptive Work Environment

Abstract

This paper focuses on a particular sector within the healthcare industry –– disability support services in a New Zealand context. As in almost any healthcare situation, a critical element is two bottom line dynamics, which are human and financial considerations. Some of the characteristics of human behavior, which this paper will give attention on, are that it can be disruptive especially when associated with poorly performing leaders and/or managers that are often referred to as uncivil, toxic, and threatening (Holloway & Kusy, 2010). Moreover, this case study addresses leadership activities concerning a general manager and three group managers from a government-related entity in the healthcare sector.