Toxic Leadership in the Military Profession
Abstract
The military wants to rid its top ranks of toxic leaders. A survey of more than 22,630 leaders from the rank of E-5 through O-6 and Department of Defense (DoD) civilians showed that roughly one in five sees his or her superior as toxic or unethical. As an institution of high ethics and values, DoD must pay particular attention to toxic leadership because of the serious consequences caused by leadership failure. Senior leaders must consider whether minor adjustments are required, or whether the situation necessitates major change to current policies. All services in the military can be dramatically affected by a small number of toxic leaders. In contrast, most strategic leaders are viewed quite positively, as they balance individual subordinate needs with the demands of mission requirements. The one consistent attribute effective leaders have in common is a strong set of core values, including character, ethics, and integrity. Strong leaders use their core values as a set of guiding principles or moral compass. This paper highlights the nature, frequency, severity, and trepidations of toxic leadership in the military, and recommends three strategies for shaping a more positive and effective leadership culture and policy for the future.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 15, 2012
- Accession Number
- ADA560886
Entities
People
- John E. Box
Organizations
- United States Army War College