Leadership can be challenging. But this difficulty shouldn’t be an excuse for toxicity.

Have you been frustrated by leaders and managers who lack the professional skills and leadership qualities to adequately function and address the challenges facing them? I sure have had my share of poor leadership that stifled productivity and creativity and prevented the team from functioning at their maximum capacity. Fortunately, in this post you’ll discover the 3 major leadership pitfalls that you should avoid at all cost.

Firstly, let’s learn what destructive leadership is.

What is destructive leadership?

Destructive leadership can defined be defined as leadership that fails to serve groups and individuals well. 

In fact, it is self-serving rather than people-serving. It may even involve lying, bullying and prejudice.

Destructive leadership is also defined by the acronym D.L.E.A.D; which stands for: domineering (controlling), lying, emotionally abusive, and discriminative (based upon race, gender or disability).

Now, let’s analyze the 3 leadership pitfalls and why they are so destructive.

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The toxic triangle of destructive leadership

Leadership is an integral part of organizational culture.

But, when leadership fails to set clear expectations, hold its employees accountable and promote a culture of trust, it becomes extremely difficult for those in lower positions to do the right thing.

The three elements of the toxic triangle of poor leadership include:
(1) A destructive leader
(2) Susceptive followers
(3) A conducive environment

(1) Leadership Pitfall: A Destructive leader

The first element of the toxic triangle of poor leadership and the leadership pitfall that you need to avoid is a manipulative, dominating leader who is self-absorbed and narcissistic.  

Actually, an authoritarian leader is often the most destructive type of leader because they ‘reign’ or ‘rule’ with fear and intimidation when in fact they may be quite insecure.

A destructive leader lacks the empathy and social skills to understand the motivations and goals of other people. Rather, they use their power to intimidate and control others. 

Essentially, these “strong” or narcissistic leaders are exploitative, less empathetic and love to create a dependency among teammates through unilateral decisions. 

As such, conflict between narcissists and non-narcissist is inevitable.

Additionally, it is natural for destructive leaders to pit colleagues against one another, to maintain control.

Destructive leaders are also willing to humiliate their colleagues to promote self interests or personal agendas.

Alternatively, they are often unwilling to take on constructive criticism of any sort.

In addition, these destructive leaders lack the ability to listen and often portray a high level of self-interests and a low degree of altruism.

Notably, altruism is the belief or practice of selfless and being concerned with the happiness and wellbeing of other persons or things.

Read also: 4 leadership skills to excel immediately.

List of characteristics of a poor leader

Here are some of the characteristics of a destructive leader:

• Bullies teammates, will not listen to new ideas.
• Uses fear to motivate others.
• Withholds information to increase dependency on themselves.
• Has poor communication skills and sends mixed, unclear messages.
• Doesn’t follow through with arrangements and decisions. 
• Exhibits frequent changes in mood. 

"Good leadership is pervasive, persuasive and persistent. Bad leadership is poisoned with pedanticism, posturing, self-importance." - Marcia Whicker

(2) Leadership Pitfall: Susceptive followers

Perhaps the worst outcome of destructive leadership is that this toxicity encourages the development of the second element, “susceptive followers.” 

Notably, susceptive followers include: 

(1) colluders:  persons who are supportive due to the possibility of promotion or

(2) conformers: individuals who are passively vulnerable to the power of the destructive leaders.

Susceptive followers become ‘servants’ to the leader and help to maintain an organizational structure that is self-serving. 

In addition, these employees lack self-confidence and are easily intimidated. They experience a type of learned helplessness or passive acceptance of their role as followers.

In fact, destructive leaders tend to create this dependency by reinforcing the idea that higher rank brings power which will protect from any type of retaliation.

As a result, susceptive followers feel it is not worth the effort to risk much change or honestly confront their superiors.

Have you ever been in such a situation. Take a minute and ask yourself, were you a colluder or a conformer?

List of characteristics of susceptive followers

Here are some of the main characteristics of susceptive followers:

• Will do what they are told to do.
• Continually seek the approval of the destructive leader.
• Will not challenge the leader’s view or voice their opinion even if they disagree.
• Have low self-confidence.
• Experiences learnt helplessness and lack of motivation. 

"A bad system can destroy good people." - Gary Mottershead

(3) Leadership Pitfall: A Conducive environment

Finally, the third leadership pitfall that you need to avoid is a “conducive environment.”

A conducive environment is one that lacks stable systems and effective organizations and nourishes poor leadership and a culture of laxity (Padilla, 2007).

Unfortunately, in this environment, top leadership is characterized by a loose organizational structure that lacks effective rules and procedures, which could have been implemented to prevent the destructive behaviors.

In addition, a conducive environment does not have established structures and systems for creating transparency and accountability.

Subsequently, leaders become frustrated with ambiguous rules and regulations that limit their decision-making and authority to act in an expeditious manner.

Notably, a conducive environment is perfect for the promotion of toxic, destructive leaders because they love to take liberties that are not afforded by those who enforce stronger rules and regulations.

As such, in a conducive environment the leader fosters a climate of unfairness, mistrust and pessimism. 

He or she neglects the organization’s ethical values and eliminates any sense of purpose or direction.

Characteristics of a conducive environment

• Loose organizational structure that lacks effective rules and procedures. 
• Lack transparency and accountability.
• Ambiguous rules and regulation that limit decision-making.
• Acceptance of unethical behavior  as long as it delivers greater good.
• Disengaged, discouraged employees who lose interest in their jobs.
• Unclear standards for acceptable behavior.
• No consequences for dishonesty or unethical conduct.

"If  toxic behavior in a workplace is left unchecked, it will spread and kill the organization. The only antidote is strong, positive leadership." - The Leadership Reformation

Breaking the toxic cycle of poor leadership

The causes of destructive leadership are various. But, the most common contributing factors are fear, past experiences and the desire to satisfy one’s own needs or desires. 

In fact, many persons may even be naturally inclined to be a colluder, conformer or even the dominating leader. 

As such, overcoming the pitfalls of destructive leadership and breaking the toxic cycle of toxic leadership may be more difficult than you believe.

However, a natural inclination should not be an excuse to remain that way – well at least not forever.

And, although we can’t dictate the behavior of a toxic leader, at the very least, we need to reserve to do better ourselves. 

Tips for overcoming the pitfalls of poor leadership:

• Recognize that your response is only human; but understand that your actions may be causing more damage than help.
• Develop insight into what type of leader you are and try to change the way you approach certain situations.
• It is important to be aware of your own personal flaws and contributions to maintaining the toxic cycle of poor leadership.
• Avoid or address assistants or immediate superiors who encourage destructive leadership tendencies. 
• Don’t be afraid to ask for help or support if necessary.
• In order to avoid becoming a conducive environment, organizations must implement and reinforce ethical standards and values.
• Establish a positive environment that nurtures self-awareness and self-control (Mind Tools Ltd., 2016).

Read also: Essential leadership qualities for long-term success. 

Final words on leadership pitfalls to avoid at all cost

There is no simple solution for avoiding the pitfalls of destructive leadership. However, it is necessary.

With some insight, help and an undying resolution it’s possible to break the cycle of destructive leadership.

What are your thoughts on the leadership pitfalls discussed? Let me know in the comments below.

Related Topics

What makes for a good leader?

Good leadership is not just about having all the answers. Actually, a great leader has the ability to listen, understand and respond in ways that help their team succeed.

Good leaders are able to motivate others by setting clear goals and expectations, giving feedback when needed, and celebrating success along the way.

Additionally, they know how to communicate effectively with both peers and employees at every level of an organization.

Notably, good leaders have strong interpersonal skills that allow them to build relationships across teams, departments, divisions – even organizations – so everyone is working together toward shared goals. Read more

Have you ever wondered why it’s so difficult to be a leader?

Leadership is hard. It’s not just about being in charge. It’s about inspiring people and getting them to do things they never thought possible.

But, what if you could learn the skills that make great leaders so successful?

Luckily, great leadership is not innate and can be learnt. Learn more about leadership. 

References

• Mind Tools Ltd, (2016) Building Expert Power, Available at: https://www.mindtools.com/pages/article/newLDR_04.htm (Accessed: 30/12/2020)
• Padilla, A. et al., (2007) The toxic triangle: Destructive leaders, susceptible followers, and a conducive environments, The leadership Quarterly, 18(3), pp. 176-194