Posted on Nov 20, 2013
SSG Medical Logistics Specialist
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Toxic Leadership! We all know that it exists within our ranks in the military....branch is immaterial.

What do we as Soldiers/Airmen/Sailors/Marines/Guardsmen/Reservists and Leaders do to combat this growing trend (which isn't a good one, BTW)???

How do you define AND identify a toxic leader???
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Responses: 82
SSG Laureano Pabon
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Perhaps their are many threads open based on this, but I guess you must have been reading my mind SSG Chris H. I myself was going to put something like this as thread because I myself never used the word Toxic Leader in my time of service.


I did find this PDF that may be interesting or not to read about such leaders if they do exist:



http://www.carlisle.army.mil/usawc/dclm/Toxic_Leadership.pdf



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SFC James Baber
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We have had several topics in reference to your topic/question, I would suggest searching those out on RP and you will find some interesting response and solutions mentioned.


Good luck and enjoy.

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SSgt Forensic Meteorological Consultant
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The Peter Principle is the easiest explanation but I believe these toxic individuals inculcate many false premises.   And saying that we are not exceptional as a country is a kind of heresy
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SSgt Forensic Meteorological Consultant
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Hello SFC Chris S.   I used to work at Ramstein AB, Germany.   I loved Germany,  speak the language and enjoyed the Volksmarches.    As to exceptionalism,  that is a mindset that doesn't worry about semantics but the drive that makes an individual great in his own respect.  
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SFC PATRIOT Launching Station Enhanced Operator/Maintainer
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I think everyone has had a toxic leader at some point.  I think the question we need to ask is how do you deal with a toxic leader?
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1SG Visual Information Operations Chief
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SFC,

By avoiding has much as possible...True story!
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SSG Signals Intelligence Analyst
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The best way to address "Toxic Leadership" is to talk about it respectfully. The Article and some of the comments here so far point to the commander. But, it states Toxic Leaders still perform well and manage to get promoted none the less.

If its talked about openly in a community event. Then the unit is encouraged to talk whether privately or in a group setting; every complaint should be looked into with sincerity. Sure this could take some time but, if you get 3 or 4 complaints about the same person (SGT SFC LT MAJ etc). That He or She has a bad attitude or did this or that. Almost can guarantee something is probably going on.

If talking about doesn't work. Implement a "peered out" sort of system through AKO or what have you. Something that is anonymous that tracks a current roster of all members against a units MTOE. Make it accessible for every SM to be able to fill out a peer evaluation or report what they believe is an infraction into this system. Once a month or quarter have these records looked at by a third party. A Party who isn't potentially a part of the "winning team" or even near the same post. If a certain person, when the system is reviewed, is coming up more than most or has been given derogatory complaints then they are formally investigated and immediately removed from current position pending investigation results.  

I can speak from a Junior Enlisted point of view only, but for me having a system that I could anonymously input events/peer evaluations like this would be way better for me. Only because I would feel if im spotted talking to person x and everyone knows person x is the investigations or EO what have you, well im a rat and I might as well get ready for the suck.

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SSgt Forensic Meteorological Consultant
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I think the unit should be evaluated for signs of trouble like high UCMJ prosecutions and find out who and why that is happening.
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CPT Christopher F.
CPT Christopher F.
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I think low unit retention and re-enlistment could be an indicator as well.
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CW2 Joseph Evans
CW2 Joseph Evans
12 y
Retention and re-enlistment are actually bad metrics, since those can be high in an effort to expedite release from a unit. High rates of profiles, sick calls, UCMJ, Art 15, suicides, drug abuse, alcohol abuse, IG, EO, SHARP... especially following change of commands, usually indicate a problem with current or previous commander. There are incidences where these may indicate other issues, but if these are present, there is a problem that needs resolved.
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CW2 Joseph Evans
CW2 Joseph Evans
12 y
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SFC Counterintelligence (CI) Agent
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I actually wrote an article concerning this exact topic and one of my proposals was that some type of program be implemented such as those we have in place to deal with EO/SHARP situations.

How such a program could/would function is beyond me - but I think an outside observer should be brought in, conduct a 15-6 style investigation into the matter, and seek to see whether or not the claims are unfounded.

But then comes the question of "what" are we calling "toxic leadership?"  The reason I ask is because entire dissertations have been written on this topic and what it ends up boiling down to are these core elements: narcissistic leadership; workplace division; abusive language, speech, or treatment of subordinates; inability to take responsibility for one's mistakes/failures; always seeking to take credit even when that credit isn't warranted, etc.

I don't know.  It's a complex issue and here, in 2013, what was once acceptable in the "old Army" is abhorrent in today's professional and educated force. 

As far as me?  I live by the following mantra when it comes to this stuff: "Everyone has a boss.  If you can't get a result at a certain level - go higher.  Eventually someone will listen."

I realize that may not be a popular opinion and/or sounds like I advocate "jumping the chain" but the thing you have to realize is that this is OUR Army.  It doesn't belong to a group of people forever known as "they."  The only way to effect lasting and positive change is to take steps to make it so.

Best of luck to you.

Here's a link to my article: http://tekkek.com/entrepreneur/management/2013/04/toxic-leaders-a-guide-to-spotting-and-coping/
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CSM Aircraft Maintenance Senior Sergeant
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I thought I would add a reference to this topic of discussion.  I saw some pretty good articles sited already.  When I was in the Academy I remembered reading some litature on Toxic Leadership. 

 


COL George E. Reed From Military review, July-August 2004, pages 67 to 71

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MAJ Infantry Officer
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Go see your 1SG.
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1SG First Sergeant
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I am with you on that. I have ran into E6s that were E6 when i joined the Army. How can I go from E1 to E6 and you havent changed ranks yet. looks to me like someone needs to get out of the way so those of us moving up can.

 

On another side of that I think the tightening up of standards, changes to NCOES and promotion requirements are going to start taking care of that. We are starting to weed out the weak and you can no longer hide beihind the fact that your orginization has to have you because they need to be ready to deploy.

 

I think the NCO Corps is just going to get stronger as the NCOs that really want to be here start stepping up and forcing the ones that don't out.

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SFC Senior Small Group Leader (Ssgl)
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SSG Scott, while I agree with you on that, I am also one of those SSGs who has seen E-1s make E-6 in the same time frame.  I am no toxic leader, and have the ratings to prove my abilities, however some MOS's are just hard to progress in.  I fast tracked to SSG in 5 years, and despite schools, deployments, and training where I have been commended, Ive just been stuck. 
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