Dissertation/Thesis Abstract

Mindfulness and the Toxic Triangle: Reducing the Negative Impact of Toxic Leadership in Organizations
by Cheng, Gary, M.S., Pepperdine University, 2018, 92; 10841008
Abstract (Summary)

Toxic leadership costs organizations millions at a time in lost employees, lost customers, lost productivity, and even lost health. The literature shows toxic leadership extends beyond just leaders into an interconnected “toxic triangle” of destructive leaders, conducive environments, and susceptible followers. This study explored, “Can a free, online mindfulness-based stress reduction course reduce the negative impact of toxic leadership on the organization?” Ten volunteers self-identified as currently working under a toxic leader. The study used an explanatory sequential mixed methods design to measure resistance, compliance, and core self-evaluation along with interviews and journals. The results indicated mindfulness did reduce the negative impact: conducive environments were less conducive and susceptible followers were less susceptible. Additionally, mindfulness had influence on the entire toxic triangle and resulted in unique Toxic Triangle Influence Maps for each situation. Finally, family systems theory was found to be particularly useful for understanding leadership in a toxic triangle.

Indexing (document details)
Advisor: Rockwell, Sam
Commitee: Chesley, Julie
School: Pepperdine University
Department: Organizational Development
School Location: United States -- California
Source: MAI 58/01M(E), Masters Abstracts International
Subjects: Management, Organization Theory, Organizational behavior
Keywords: Conducive environments, Destructive leadership, Mindfulness, Susceptible followers, Toxic leaders, Toxic triangle
Publication Number: 10841008
ISBN: 978-0-438-41527-0
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