IDENTIFYING TOXIC LEADERSHIP BEHAVIORS AND TOOLS TO FACILITATE THEIR DISCOVERY

Abstract

Through a qualitative approach, both aggressive and passive toxic leadership in the United States military can be identified through specific, observable events before a unit suffers from significant mission failure, becomes destroyed or personnel are permanently damaged. A case study of toxic military leaders, and discussion aided by a focus group with over 183 years of experience, determined that the differences in passive and aggressive toxic leadership mostly lie in transparency, while the impacts and intentions of both remain the same. Toxic events or traits may be observed at the subordinate, peer and supervisory levels. A modification of the current 360-Degree Assessment and unit climate survey programs can provide access to the observable traits for supervisors awareness of potential toxic leadership situations.

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Document Details

Document Type
Technical Report
Publication Date
Jan 31, 2016
Accession Number
AD1037499

Entities

People

  • Michael Boger

Organizations

  • Air War College

Tags

Communities of Interest

  • Biomedical

DTIC Thesaurus Topics

  • Air Force
  • Case Studies
  • Climate Change
  • Department Of Defense
  • Executives
  • Governments
  • Management Personnel
  • National Guard
  • Nato
  • Personality
  • Personnel Retention
  • Supervisors
  • Toxicity
  • United States
  • United States Government
  • War Colleges
  • Warfare

Readers

  • Economics
  • Organizational Psychology.
  • Toxicology/Environmental Toxicology