Abstract
Blaine was the second generation CEO of a family-owned professional services company. In this competitive, sales-driven organization, the business producers held top status but, based on their monthly results, they easily fell in and out of favor with Blaine who would publicly chastise those who disappointed him. Despite the company’s success, there was a major dark side in this culture fueled by Blaine’s constant self-aggrandizement and inappropriate displays of power and dominance.
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Notes
- 1.
In my clinical opinion many of these executives suffered from undiagnosed bipolar illness, psychopathy or personality disorders that included narcissistic character disorder and borderline personality disorder. Further information on these mental disorders is available in the Diagnostic and Statistical Manual of Mental Disorders (DSM-IV-TR).
- 2.
There were some Toxic leaders who had sought out psychotherapy and through that experience received important insights about the psychogenic basis of their less effective leadership and personal relationship behaviors.
- 3.
Beginning in the early twenty-first century, we began to see a shift in executive career paths such that a more nomadic profile was not unusual – and may even have become desirable in an ever growing technological age that valued diversity of experiences. This shift will likely continue.
- 4.
Through my consulting experiences, I have seen many Toxic leaders in both public and privately-held or family owned businesses. Regarding the privately-held or family-run sector, there are many organizations that are being lead by splendidly competent Remarkable leaders, as well as flawed Toxic leaders.
- 5.
This is not to say that anyone considered to be a Toxic leader is incapable of or necessarily disinclined to guide and/or groom members of the next generation. Those who discover the value of this activity, as well as their own way of conveying the wisdom and experiences they have accrued in their careers, can achieve Stage 7 generativity.
- 6.
Many of these leaders could benefit from psychotherapy, a coach, or a trusted spiritual advisor who can hold up a mirror and help them see what they need to see behaviorally as they make this major life transition. In the presence of such information and their intention to make necessary behavior changes, they can ease themselves toward greater contentment – but it will take a strongly committed effort to do so.
- 7.
There are three primary types of motivation (1) positive reinforcement whereby leaders are encouraging and focused on affirming positive results, (2) negative reinforcement whereby leaders are primarily judgmental, critical and disinclined to offer affirmation, and (3) intermittent reinforcement whereby subordinates are never quite sure what feedback they will receive from the boss. This is the least effective form of motivation, even worse than negative reinforcement.
- 8.
Many of these leaders, especially those who delivered strong business results, had long tenures of employment – despite their leadership flaws. In this era of scrutinizing executive behavior, blatantly flawed executives are increasingly more at risk.
- 9.
My coaching model involves a close collaboration with a coachee’s boss. Of the 300 cases in my research sample, 20% were categorized as Remarkable, 60% as Perilous, and 20% as Toxic.
End Notes
Maccoby, M. (2000). Narcissistic leaders: The incredible pros, the inevitable cons. Harvard Business Review, 78(1), 69–77.
Wasylyshyn, K. M. (2003). Coaching the superkeepers. In L. A. Berger & D. R. Berger (Eds.), The talent management handbook: Creating organizational excellence through identifying developing and positioning your best people. New York: McGraw-Hill.
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Wasylyshyn, K.M. (2012). The Toxic Business Leader. In: Behind the Executive Door. Springer, New York, NY. https://doi.org/10.1007/978-1-4614-0376-0_4
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DOI: https://doi.org/10.1007/978-1-4614-0376-0_4
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