Toxic Leaders And Tough Bosses

Toxic work culture is driving away 1 in 5 employees at an annual cost of US $44.6 billion to American organizations. Yet ironically, toxic leaders often achieve stellar financial profits, continue to get promoted and remain in their leadership roles. In Toxic Leaders and Tough Bosses - Organizational Guardrails to Keep High Performers on Track, employment law attorney Teresa A. Daniel JD, PhD, draws upon numerous studies and interviews to show the real, devastating impact of toxic workplace culture and why leaders must care. This book discusses what signs to look out for in a toxic workplace, factors that promote toxic behavior, types of leaders and how they impact their organization, the role of HR in managing employee wellbeing, and what to look out for in exceptional leaders. With evidenced-based strategies for building stronger workplace culture, including tools to help organizations develop better leaders and managers, it makes a compelling case for eradicating toxic leaders as a priority. Toxic Leaders and Tough Bosses is for organizational leaders, mid-level managers, supervisors, HR practitioners and anyone else invested in implementing new, tried and tested ideas to improve their organization's culture to create and sustain its optimum success.

Don’t let a bad boss or manager hold you back from being successful! Every day millions of people with high potential are frustrated and held back by incompetent leaders. New York Times bestselling author and leadership expert John C. Maxwell knows this because the number one question he gets asked is about how to lead when the boss isn’t a good leader. You don’t have to be trapped in your work situation. In this book, adapted from the million-selling The 360-Degree Leader, and now distilled down for busy professionals, Maxwell unveils the keys to successfully navigating the challenges of working for a bad boss. In How to Lead When Your Boss Can’t (or Won’t), Maxwell teaches you how to: position yourself for current and future success, take the high road with a poor leader, avoid common pitfalls, work well with teammates, and develop influence wherever you find yourself. Practicing the principles taught in this book will result in endless opportunities—for your organization, your career, and your life. You can learn how to lead when your boss can’t (or won’t).

Toxic leaders, both political, like Slobodan Milosevic, and corporate, like Enron's Ken Lay, have always been with us, and many books have been written to explain what makes them tick. Here leadership scholar Jean Lipman-Blumen explains what makes the followers tick, exploring why people will tolerate--and remain loyal to--leaders who are destructive to their organizations, their employees, or their nations. Why do we knowingly follow, seldom unseat, frequently prefer, and sometimes even create toxic leaders? Lipman-Blumen argues that these leaders appeal to our deepest needs, playing on our anxieties and fears, on our yearnings for security, high self-esteem, and significance, and on our desire for noble enterprises and immortality. She also explores how followers inadvertently keep themselves in line by a set of insidious control myths that they internalize. For example, the belief that the leader must necessarily be in a position to "know more" than the followers often stills their objections. In addition, outside forces--such as economic depressions, political upheavals, or a crisis in a company--can increase our anxiety and our longing for charismatic leaders. Lipman-Blumen shows how followers can learn critical lessons for the future and survive in the meantime. She discusses how to confront, reform, undermine, blow the whistle on, or oust a toxic leader. And she suggests how we can diminish our need for strong leaders, identify "reluctant leaders" among competent followers, and even nurture the leader within ourselves. Toxic leaders charm, manipulate, mistreat, weaken, and ultimately devastate their followers. The Allure of Toxic Leaders tells us how to recognize these leaders before it's too late.

Bosses Who Kill explores, analyzes, and uncovers toxic bad boss personalities and behaviors that are widespread in the professional world. These poisonous behaviors cost money--that's the bottom line. In short, hold bad bosses accountable to their bad boss behaviors and give them the tools and resources they need to be good bosses. Kimbretta interviewed over one hundred people, asking them to describe their best and worst boss ever--men, women, and children of various backgrounds, across a multitude of professional fields and sectors, both public and private. The goal of Bosses Who Kill is to uncover "serial killer" bosses, to incite a wake-up call and begin the necessary cleanup and transformation of today's leaders, and to teach them how to succeed as a good boss in any workplace.

Conflicts happen, and the workplace can be a cacophony for competing interests. Consider that organizational culture is an ensemble of shared values, beliefs, assumptions, perceptions, and norms. Organizations are not solos. They are an accompaniment of individuals, departments, and divisions, and each is competing for scarce resources. Measure in a little power imbalance and organizational political posturing. Then, scale in the fact that today’s managers are faced with diversity and cultural issues ranging from race and gender to individual ethnicity, principles, and philosophies, about which employees are more vocal. All this discord can strike a sharp note of dissonance. However, effective resolutions can change this discord to harmony. Consider that music is not a single note. Rather, it is the silence between the notes that makes beautiful music, and conflict is that silence. Unfortunately, conflict has a bad reputation, and it is often labeled as disagreement, fighting, or arguing that leads to stress, retaliation, and resentment. Some managers spend a disproportionate amount of their workdays dealing with conflicts. They have not learned what causes conflicts or how to productively manage them. As a result, they often avoid or force outcomes causing discord, fractured relationships, loss of productivity, and even lawsuits. Learning to fine tune inevitable conflicts will help managers orchestrate a more harmonious workplace. From Discord to Harmony: Making the Workplace Hum is largely evidence-based, and many of the chapters contain cutting-edge research by experts in their respective fields.

"Toxic Bosses: Navigating the Minefield of Workplace Leadership" is a comprehensive guide that delves into the complex dynamics of dealing with toxic leadership in the workplace. This book provides readers with valuable insights into recognizing different types of toxic bosses, understanding the signs and symptoms of toxic behavior, and the detrimental impact on individuals and organizations. Through real-life examples, case studies, and practical advice, readers will learn coping strategies for managing difficult bosses, setting boundaries, and fostering resilience in challenging work environments. Communication techniques for managing up, building a support network, and strategies for career growth and transition are also explored in detail. Moreover, the book addresses the broader issue of toxicity at the organizational level, emphasizing the role of HR, policies, and interventions in creating a healthier workplace culture. Ultimately, "Toxic Bosses" empowers readers to navigate toxic situations effectively, overcome challenges, and thrive professionally beyond toxic experiences.

“Don’t You Know Who I Am?” has become the mantra of the famous and infamous, the entitled and the insecure. It’s the tagline of the modern narcissist. Health and wellness campaigns preach avoidance of unhealthy foods, sedentary lifestyles, tobacco, drugs, and alcohol, but rarely preach avoidance of unhealthy, difficult or toxic people. Yet the health benefits of removing toxic people from your life may have far greater benefits to both physical and psychological health. We need to learn to be better gatekeepers for our minds, bodies, and souls. Narcissism, entitlement, and incivility have become the new world order, and we are all in trouble. They are not only normalized but also increasingly incentivized. They are manifestations of pathological insecurity—insecurities that are experienced at both the individual and societal level. The paradox is that we value these patterns. We venerate them through social media, mainstream media, and consumerism, and they are endemic in political, corporate, academic, and media leaders. There are few lives untouched by narcissists. These relationships infect those who are in them with self-doubt, despair, confusion, anxiety, depression, and the chronic feeling of being “not enough,” all of which make it so difficult to step away and set boundaries. The illusion of hope and the fantasy of redemption can result in years of second chances, and despondency when change never comes. It’s time for a wake-up call. It’s time to stem the tide of narcissism, entitlement, and antagonism, and take our lives back.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together