Silent Killers! - Toxic Leaders?

Abstract

To counter the continuing high rate of executive failures this paper suggests a more forensic approach be adopted in the appointment of
executives. It advocates Corporate Boards together with top and senior management consider the use of psychometric profiling -
combined with regular monitoring of an executive’s ‘behaviour-in-context’ following their appointment- to guard against the emergence
of toxic leadership behaviours.
Derived from executive coaching experiences, and research, this paper highlights differing examples of dysfunctional and toxic
leadership. The term ‘Covid-Tox is introduced to describe the pervasive virus-like presence of dysfunctional, destructive, counterproductive, and fraudulent behaviour in the workplace and suggests ways through which such behaviour may be countered.
Findings
Its main findings are that an assessment of the leader’s performance should be based on their ‘behaviour-in-context’ and involve
regular post-appointment monitoring as a defence against the emergence of toxic leadership.