The Toxic Stress of Controlling Leadership
If we use fear-based leadership, bullying, command-and-control leadership, belittling, sabotage or other forms of psychological violence, or allow them to be used by others in our organizations, we create the opposite of a supportive, productive learning organization. We create an environment of toxic stress that harms people and the organization.
Controlling leadership behaviors set off a cascade effect in organizations that looks like this:
- We create a toxic, constantly stressful environment
- which reduces people’s ability to learn and remember
- and think creatively.
- We get fear-based compliance
- without engagement
- which leaves people not doing their best work.
- We get a low-trust culture
- which leads to
- people spending time worrying
- individually and in groups.
- We get poor individual
- and group performance
- and poor business outcomes.
- We reduce the capacity of the business
- to accomplish its mission
- through people.
Detailed research about the impact of stress on health, the brain, learning, memory and performance may be found at many websites including the following:
Articles explaining the negative effects of controlling leadership on the organization include:
Center for Creative Leadership white paper exploring the impact of workplace stress on leaders: StressofLeadership.pdfFor more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics? 2014 Axiom Business Book Award Winner About 7 Lenses Info@LeadinginContext.com @leadingincontxt @7Lenses
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