Toxic Leadership: Subjectively Refereeing and/or Coaching

Alen Badal
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Alen Badal: University of Liverpool, England.

Indian Journal of Commerce and Management Studies, 2019, vol. 10, issue 3, 37-42

Abstract: The actions of leadership attempting to serve in various roles may yield destructive outcomes. The motives for carrying out the role of leadership can sometimes be toxic. One of many responsibilities of leaders is to lead. However, one needs to be cautious of not leading situationsinto the wall as opposed to resolution. Often, leaders are ‘the’ problem or apart of the problem. Let us consider one leader being a political leader (politician) rather than a neutral party. The ineffective leaders with respect to conflict resolution areoften the leaders perceiving their role akin a one being both the judge and the jury. The objective of this article is to highlight a toxic leadership challenge often created by leadership. Additionally, to shed some light onto the specifics origins and strategies to avoid such toxic underpinnings of leading. Specifically, acting in the role of referee and coach when one may not be professionally equipped with knowledge and/or experience to do so, objectively and to textbook.

Keywords: Strategy; Coaching; Organizational Development; Strategic Human Resource Management; Management. (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:aii:ijcmss:v:10:y:2019:i:3:p:37-42

DOI: 10.18843/ijcms/v10i3/04

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