By Linda Fisher Thornton
A Leading in Context Blog reader requested that I address the question of whether or not someone who uses negative interpersonal behaviors can be thought of as an ethical leader.
Toxic leadership is gaining attention as we learn more about the harm that negative behaviors cause in the workplace. What kinds of behaviors could be considered toxic? I blogged about the problem in a previous post called Leadership and…The Cascade Stress Effect:
“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.”
Leadership and the Cascade Stress Effect, Linda Fisher Thornton, Leading in Context Blog, June 2011
“Can someone who uses toxic leadership still be an ethical leader?”The answer to this important question is “yes and no.”
Yes, they can be an ethical leader in some of the dimensions of ethical leadership. Toxic leaders may be model citizens when it comes to ethically protecting the financial future of the company (or other areas of their ethical responsibility). They may show concern for the environment, or be active in community service. They may look in some ways like an ethical leader.
No, they are not an ethical leader, because regardless of how ethical they are in some areas of their leadership, leaders who use unethical interpersonal behaviors are not ethical interpersonally.
Ethical leadership requires that we honor many different aspects of ethics, including demonstrating respect for others and creating a high trust work environment where people are valued and can do their best work. We must honor individual, interpersonal and societal ethics.
Since toxic leaders fail to honor interpersonal ethics, no matter how ethical they are in other areas of responsibility, they are not ethical leaders.
We can no longer evaluate a person’s leadership solely on results while ignoring the negative ripple effect created by interpersonal behavior choices. It’s time to see toxic leadership for what it really is – stress creating, inappropriate, negative, unethical leadership.
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