Toxic leadership. You can’t get around it these days. Every day, new stories and testimonies emerge. With confidential advisers and in the press. But: what exactly do we mean by that term? And how do we deal with it? As an individual. As a team. As an organization. And yes, as a board.
Where do we draw the line?
First and foremost, when is leadership toxic? Toxic leadership arises when a leader repeatedly displays harmful behaviors that undermine the well-being, motivation and/or performance of a team. A combination of those behaviors is a red flag.
Typical behavioral characteristics are:
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Micromanagement and control - Hardly any trust in the team and a lack of sufficient individual autonomy.
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Manipulation and a culture of fear - Threats, gaslighting or emotional blackmail — this usually happens one-on-one.
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Lack of empathy - Indifference to employees’ well-being.
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Favoritism and unfairness - Favoring certain people and undermining others.
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Lack of responsibility - Shifting blame for mistakes and not taking responsibility oneself.
(Don't be a) hero
Leadership is never easy. The ‘hero leader’ who knows everything and can do everything does not exist.
Leadership is not an individual achievement, but a process of paying attention to the right things. And for that, you need a strong team.
The impact of a leader on organizational culture is more than five times greater than that of employees. Anyone in a leadership role would therefore do well to question themselves regularly. But definitely don’t do that alone.
A core problem is that toxic leadership often arises when leaders are unwilling or unable to look at themselves and acknowledge their own part. In addition, toxic leadership does not arise in a vacuum. A certain context can facilitate harmful behavior.
Typical cultural ingredients are:
- Employees with strong intrinsic motivation. That seems counterintuitive, but high engagement often makes abuse easier.
- Weak HR policy and governance.
- A silent group dynamic.
- The myth that strong performance can only be achieved through extreme pressure or pushing.
- The confusion between psychological safety and emotional comfort. Employees sometimes feel like victims because they expect leaders to always make them feel comfortable, while psychological safety is more about openness and trust.
The impact of a leader on organizational culture is more than five times greater than that of employees. The solution, therefore, does not lie in pillorying individuals, but in building an organizational culture in which dialogue is central and boundaries are clear. One in which you also reflect on how you change. And one in which you are willing to examine that method again and again.
“Toxic leadership rarely stands alone. Such behavior is often tolerated within the organization, for example because of the good results toxic leaders achieve.”
Systematic harm
The line into toxicity is crossed with systematic harm: when employees structurally experience stress, burnout, or reduced performance. Effective leadership prevents toxicity by establishing and promoting a culture of psychological safety, open communication, and shared responsibility.
Toxic leadership therefore rarely exists in isolation. Such behavior is often tolerated within the organization, for example because of the strong results toxic leaders achieve. Or their track record.
Recent research shows that more and more employees in Belgium are dealing with toxic leadership. In 2021, 5.5% of employees said they had an extremely controlling or micromanaging boss; in 2024, that percentage rose to 9.3%.
Not only toxic leadership, but also passive leadership is a problem. 13.4% of Belgian employees experience their manager as very passive. More than half of that group feels they are victims of inappropriate behavior, which suggests that a lack of clear rules of conduct (or their enforcement) leaves room for such behavior.
A new culprit?
Heidi Verlinden of HR services provider Securex attributes this increase to the economic pressure companies are facing. Due to inflation and financial challenges, companies are said to focus on results, leading to high targets that can undermine employee well-being. In other words: the pressure is often passed on to managers, who in turn pass it on to their teams.
Securex does somewhat oversimplify the problem in this way. Toxic leadership only arises when that pressure is unfairly passed on to employees, often in the form of unrealistic goals and abuse of power. It remains the responsibility of managers to manage that pressure responsibly, to seek support, or to raise the issue of its unworkability.
“Leadership is identity in the making. Anyone who does not question themselves and only looks externally for someone to blame is a red flag in any change process.”
Identity in the making
Toxic leadership is also not just a matter of too much control or pressure. Sometimes it arises precisely from an inability to take on leadership in a mature way. "Leadership is identity in the making," says leadership expert Aurélie De Cock. "It is a process of growing, learning, and taking responsibility. Anyone who does not question themselves and only looks externally for someone to blame is a red flag in any change process.”
How leaders respond to problems determines the quality of their leadership. Impatience and the urge to ‘fix’ everything immediately often lead to reactive leadership. What if you waited a moment, listened, and acted from a place of calm? Real change takes time, wisdom, and the courage to tolerate discomfort.
S&L can help
We support non-profit organizations, NGOs, and mission-driven enterprises in strengthening their strategies and leadership. Our experts understand from experience the challenges associated with toxic leadership and its impact on an organization.
Our services include, among others:
- Strengthening your organization and team: support for your organization, your team, and yourself as a leader.
- Interim management, change management, or crisis management.
- Training and leadership programs.
