In Australia, workplace health and safety legislation effectively holds employers responsible for ensuring the emotional, psychological and physical wellbeing of employees.
Mental stress claims lodged by affected employees against their employer increased by 25% from 2001 to 2011. Although the proportion of stress claims specifically relating to “poor relationships with superiors” was not reported, a Medibank Private commissioned study reported that in 2007 the total cost of work related stress to the Australian economy was A$14.8 billion; the direct cost to employers alone in stress-related presenteeism and absenteeism was A$10.11 billion.
A recent study into the impact of systemic toxic behaviours exhibited by managers found that even one or two toxic behaviours, such as manipulating and intimidating, was enough to cause significant harm to employees’ mental and physical health.
The most common toxic behaviours exhibited by managers include:
Constantly seeks and needs praise
Has to win at all costs
Lapses into time consuming, self-praising anecdotes
Charms, cultivates and manipulates
Plays favourites
Takes credit for others’ work
Lies
Bullies and abuses others
Incessantly criticises others publicly
Has mood swings and temper tantrums
Treats all workplace interactions as a fault-finding exercise
Takes all decision making authority away
Micro manages everything you do
Promises to take action but later reneges
Ignores requests
Impact on wellbeing
Negative consequences for wellbeing reported by participants in the study included:
Psychological
Anxiety, depression, burnout, cynicism, helplessness, social isolation, loss of confidence, feeling undervalued.
Emotional
Anger, disappointment, distress, fear, frustration, mistrust, resentment, humiliation.
Physical
Insomnia, hair loss, weight loss/gain, headaches, stomach upsets, viruses and colds.
One way to deal with toxic managers is to escalate the risk and report it to senior management. However, a common theme in the study was frustration felt by participants when no action was taken after reporting the leaders’ toxic behaviours. Sometimes organisations are reluctant to take action against the offender, perhaps because they hold important relationships, bring in significant revenue, or for fear they will become litigious if challenged. Organisations that choose to ignore toxic leadership behaviours are likely to incur increased stress claims and litigation costs.
How can employee wellbeing be preserved? First, it is necessary to understand whether the offending leader is well intentioned, but unaware of their dysfunctional behaviours. If so, one strategy is to outline the specific behaviours that are causing distress to the leader in question, to let them know the impact of their behaviour through performance management processes. However, if it is felt there is deliberate intent on their part to get their own way at the expense of those around them, other options should be considered, such as commencing disciplinary action.
Individual coping strategies
If you are experiencing toxic leadership, and feel you are not in a position to report it, or leave the organisation, coping strategies reported in the study as helpful were:
Seeking social support from colleagues, mentor, friends and family
Seeking professional support, i.e. Employee Assistance Program, counsellor, psychologist, general practitioner
Seeking advice from Human Resources
Undertaking health and well-being activities, i.e. diet, exercise, meditation, yoga, breathing exercises
Restructuring your thoughts about the incidents in question to maintain a sense of calm and manage your state of mind.
What not to do
Coping strategies that were reported as having negative consequences or prolonging stress and fear of their leader were:
Confronting the leader
Avoiding, ignoring or bypassing the leader
Whistle blowing
Ruminating on the wrongs done and reliving the feelings of anger and frustration
Focusing on work
Taking sick leave (short-term relief only).
Individuals regularly on the receiving end of toxic behaviours commonly start questioning themselves, doubting their capabilities and feeling locked into their current situation/role/organisation.
To protect against such frustration, ensure you have an up-to-date career plan, clearly outlining your strengths, achievements, personal values, work preferences, development opportunities, and employability. Keep your resume and online profile up to date and ensure you are well networked in your occupation and industry – all part of a contingency plan to exit the toxic workplace situation should it become untenable.
This article was originally published on The Conversation. Read the original article. Publication does not imply endorsement of views by the World Economic Forum.
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Author: Vicki Webster is currently completing a research PhD under the supervision of Professor Paula Brough for the School of Applied Psychology at Griffith University. Professor Paula Brough is employed in the School of Applied Psychology at Griffith University, Australia and is Director of the Social & Organizational Psychology Research Unit.
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