Contextual Origins of Toxic Behaviour

Abstract

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
behavior-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.