Toxic leadership practices are a surefire way to reduce workplace morale and profitability.
Many will know the feeling: the dread every morning before the alarm bell rings. It’s not the workload or the commute that looms large, but the thought of facing the boss. Unfortunately, managers and leaders can contribute significantly to workplace dissonance, which negatively impacts the mental health of individuals as well as productivity and company performance.
“I hate my boss” is a strong statement. Still, in the context of a toxic workplace, it becomes a valid expression of the frustration, anxiety, and helplessness many employees feel. A boss can make or break your experience at work. Unfortunately, too many find themselves trapped in situations where their leaders are not mentors but tormentors. And given South Africa’s tough jobs marketplace, dropping tools and leaving the situation is simply not an option.
Toxic bosses can manifest in various forms: the micromanager who stifles creativity, the absentee leader who offers no guidance, or the overtly hostile manager who creates a culture of fear. These behaviours can leave lasting scars on employees, affecting their professional growth and personal wellbeing.
Research indicates that employees with difficult bosses are more likely to experience stress-related health issues, including anxiety, depression, and even cardiovascular problems. The constant pressure and negativity can erode self-esteem and create a sense of hopelessness. It’s about more than feeling undervalued or unappreciated. It’s about the mental and emotional exhaustion of working in a hostile environment and its impact on one’s personal life beyond the office. The Sunday night dread, the loss of sleep, and the constant second-guessing of one’s abilities can be debilitating.
Company leadership needs to recognise the influence of toxic leadership, certainly to protect employees, but also – for less altruistic reasons – because it impacts performance. One might assume that fear and strict oversight drive productivity, but the opposite is often true. A toxic boss can create a disengaged workforce.
Create a safe space
This disengagement can lead to higher turnover rates, increased absenteeism, and decreased overall team morale. Companies pay a high price for poor leadership – financially, and for the loss of talented individuals who seek healthier work environments.
Organisations must foster a culture where employees feel safe to speak up about their concerns without fear of retribution. Regular anonymous feedback mechanisms can help identify issues before they become ingrained.
Leadership training is crucial. Many toxic bosses are not inherently malicious but need to gain the skills to manage effectively. Training on emotional intelligence, communication, and conflict resolution can transform a leader’s approach and improve team dynamics.
For employees, it’s essential to build a support network. Whether through professional counselling, peer support groups, or mentorship outside the organisation, having a space to express frustrations and seek advice can be invaluable.
Employees also need to empower themselves. Documenting instances of toxic behaviour, seeking internal transfers, or exploring external job opportunities are all steps that can be taken. It’s important to remember that no job is worth sacrificing your mental and emotional wellbeing.
Text | Linda Meyer
Photography | BearFotos
Dr. Linda Meyer is a leadership expert and MD at IIE Rosebank College. For more information, go to rosebankcollege.co.za.
