Fight or Flight: Employees’ choice under toxic leadership

• Understanding toxic leaders: Insecurity and manipulation

Toxic leaders often exhibit destructive behaviors such as bullying, coercion, dishonesty, intimidation, and retribution. But why do they act this way? At the core of toxic leadership lies deep-seated insecurity. Many toxic leaders suffer from an inherent fear of losing control, being exposed as incompetent, or failing to maintain their authority. To compensate, they resort to manipulative and oppressive tactics to reinforce their dominance.

These leaders thrive in environments where power is unchecked, fostering a workplace culture where fear dictates behavior. Their insecurities often stem from past experiences, personal inadequacies, or an overwhelming desire for validation. Instead of earning respect through integrity and competence, they demand loyalty through fear and coercion.

The followers of toxic leaders: Self-interest over ethics

Not everyone under toxic leadership is a victim; some employees actively support and enable such leaders for personal gain. These individuals, can be referred to as "toxic enablers," align themselves with toxic leaders to secure personal benefits such as promotions, job security, or favoritism. Their allegiance is not driven by respect or admiration but by strategic self-interest.

Toxic enablers may overlook ethical concerns, justify questionable decisions, and even participate in spreading negativity within the workplace. They adopt a survivalist mindset, choosing to stay in the good graces of toxic leaders rather than challenging their harmful behaviors. This results in a dysfunctional workplace dynamic where toxic leadership is perpetuated and rewarded rather than addressed and corrected.

Understanding the impact of toxic leadership

Toxic leadership does not merely harm individual employees; it infiltrates the organisational culture, causing widespread damage. Employees working under toxic leadership often experience increased stress, anxiety, and job dissatisfaction. Over time, prolonged exposure to such leadership practices can have detrimental effects on mental health, leading to burnout, reduced engagement, and high turnover rates. The fear-driven atmosphere fosters an environment where employees hesitate to voice concerns, take initiative, or innovate—ultimately stalling the organisation’s growth.

The resilient employee: Traits for surviving and thriving

Despite the challenges posed by toxic leadership, some employees manage to maintain high levels of performance and even challenge the status quo. What are the attributes that enable employees to withstand toxic work environments while continuing to perform at their best? Research has identified five key attributes that play a crucial role in sustaining performance under toxic leadership: capability, competency, mindfulness, resilience, and self-governance.

1. Capability and Competency – Employees with strong skills and knowledge in their domain are better equipped to navigate toxic leadership dynamics. A high level of competency allows them to remain confident in their abilities and reduces dependence on toxic leaders for validation or approval. For example, an employee with expertise in data analysis may use facts and figures to counter misleading narratives from a toxic leader, preventing manipulation.

2. Mindfulness – The ability to remain present and aware of one’s thoughts, emotions, and surroundings helps employees manage workplace stress effectively. Mindfulness enables individuals to detach from toxic interactions, assess situations with clarity, and make rational decisions instead of reacting impulsively. A customer service representative practicing mindfulness may handle aggressive feedback from a toxic manager by calmly addressing the issue without becoming emotionally overwhelmed.

3. Resilience – Employees with high resilience can endure challenging workplace conditions without allowing them to impact their motivation or self-worth. Resilience fosters the ability to bounce back from negative experiences and maintain focus on professional growth and performance. For instance, a Human Resource executive who receives unfair criticism from a toxic leader may use resilience to take constructive lessons from the situation rather than internalising the negativity.

4. Self-Governance – The ability to regulate one’s emotions, set personal boundaries, and exercise self-control ensures that employees do not succumb to negative influences in toxic environments. Self-governance allows individuals to maintain professionalism, manage workplace conflicts strategically, and make informed career decisions. An HR manager who practices self-governance may choose to document interactions, decisions, and meetings with a toxic leader to showcase transparency and maintain accountability.