Home Avoid Toxic Management Behaviours in Organisational Leaderships

In the dynamic landscape of today's workplaces, effective leadership is paramount for fostering growth, innovation, and a positive organisational culture. However, toxic management behaviours can impede progress, demoralise employees, and ultimately hinder the success of an organisation. From micromanagement to playing favourites, these detrimental practices can undermine trust and collaboration within teams. In this article, we delve into key toxic management behaviours and explore strategies to avoid them, promoting a healthier and more productive work environment.


Micromanagement is a common pitfall for many leaders, often stemming from a lack of trust in their team's abilities. This behaviour not only stifles employee autonomy but also hampers creativity and productivity. Instead of micromanaging every aspect of a project, leaders should focus on setting clear expectations, providing resources, and offering support when needed. By empowering employees to take ownership of their work, leaders can foster a sense of accountability and encourage innovation.

Withholding Information

Effective communication is the cornerstone of successful leadership. Withholding information breeds mistrust among team members and can lead to confusion and resentment. Leaders must prioritise transparency by sharing relevant information openly and honestly. By keeping employees informed about organisational goals, challenges, and decisions, leaders can build a culture of trust and collaboration, empowering employees to contribute meaningfully to the organisation's success.

Only Seeing the "R" in "HR"

In the realm of human resources, it's easy for leaders to become fixated on policies and procedures at the expense of their employees' well-being. Leaders should recognize that their team members are more than just resources—they are valuable contributors with unique skills, perspectives, and aspirations. By prioritising employee development, well-being, and engagement, leaders can cultivate a culture of care and respect, fostering loyalty and commitment among their team members.

Thinking Leadership is a Position

True leadership is not about wielding power or authority; it's about serving others and enabling their success. Leaders who adopt a servant leadership mindset prioritise the needs of their team members above their ambitions. By actively listening, empathising, and supporting their employees, leaders can foster a sense of belonging and loyalty, driving individual and collective growth within the organisation.

Playing Favourites

Playing favourites erodes trust, demotivates employees, and creates a toxic work environment. Leaders must strive to be impartial and fair in their interactions and decision-making processes. By recognizing and rewarding employees based on merit and performance rather than personal preferences, leaders can foster a culture of fairness and equity, where everyone feels valued and respected.

Divide to Control

Leaders who resort to divisive tactics to maintain control ultimately undermine team cohesion and productivity. Instead of pitting employees against each other, leaders should promote unity, collaboration, and inclusivity. By fostering a sense of belonging and shared purpose, leaders can harness the collective talents and strengths of their team, driving innovation and success.

Being Unavailable

Leaders who are inaccessible to their team members create barriers to communication and collaboration. Leaders must make themselves available to their employees, offering guidance, feedback, and support when needed. By fostering an open-door policy and encouraging regular communication, leaders can build trust and rapport with their team members, strengthening relationships and promoting a culture of transparency and accountability.

Toxic management strategies can manifest in various forms, undermining team morale, stifling innovation, and impeding organisational progress. By familiarising yourself with these behaviours, you can proactively safeguard against their detrimental effects on your personal and professional development.

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