Toxic leadership harms people and, eventually, the company as well through the poisoning of enthusiasm, creativity, autonomy, and innovative expression. The purpose of this qualitative phenomenological study was to investigate the decisions made by employees who were exposed to the actions of a toxic leader, and to explore the lived experiences of employees who were affected by toxic leadership within their organizations. The study explored the lived experiences of 13 participants who experienced and were affected by toxic leadership. This study used the modified Stevick-Colaizzi-Keen phenomenological method of data analysis to examine the participants’ transcripts. Analysis of the data gathered during the interviews developed five themes: 1) Flight: Leave the toxic environment; 2) Hope: Stay within the toxic environment; 3) Damage: Physical & psychological health issues; 4) Trust: Lack of trust at the workplace; and 5) Development: A positive outlook after experiencing toxic leadership. Findings from the study recommended that obtaining the employees’ perspectives whenever conducting research on the after effects of toxic leadership was significant. The results of this study suggested that the adverse effects of toxic leadership may continue past the immediate and adverse physiological and psychological responses. This study was intended to add value to the existing body of knowledge concerning toxic leadership for both the practitioner and scholar communities.
|Advisor:||Daniel, Teresa A.|
|Commitee:||Malka, Charles, Metcalf, Gary S.|
|School Location:||United States -- Kentucky|
|Source:||DAI-A 80/08(E), Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||After effects of toxic leadership, Employee perspective|
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