Is your workplace toxic?

Destructive leadership can be defined as -

Leadership behaviour by individuals that destroys financial value for the organisation

Behaviour by leaders that creates financial value for the organisation but harms the career prospects and/or mental health of employees

Behaviour by leaders that benefits the organisation but does not deliver some benefit in terms of wider societal good

None of the other answers is correct

Destructive leadership behaviours are not rare or even uncommon. One implication is that -

There is likely to be more than one cause for the presence of destructive leadership behaviours

Employees who most enjoy manipulating and exploiting others are also the ones most likely to seek promotion to become leaders

Employees should likely begin to engage in unethical and exploitative behaviour so that they can attract attention and get promoted

Senior leaders in many organisations are biased and promote incompetent individuals into positions of power

Consider a leader who does special favours for friends or family members at the expense of the organisation. This behaviour is an example of an -

Employee-directed behaviour high in hostility

Organisation-directed behaviour high in hostility

Organisation-directed behaviour low in hostility

Employee-directed behaviour low in hostility

A leader who ignores conflicts within their team could be said to be engaging in -

Employee-directed behaviour low in hostility

None of the other answers is correct

Employee-directed behaviour high in hostility

Organisation-directed behaviour low in hostility

An example of an employee-directed behaviour low in hostility is -

Taking credit for employees' work

Making promises but not keeping them

Withholding important information and providing important information only to favoured employees

At least two of the other answers are correct

External factors may alter the incidence of destructive leadership behaviours. Which of the following would be most likely to increase the incidence of destructive leadership behaviours?

A booming economy and low unemployment

A stagnant economy and high unemployment

Low competition in the market and improving financial margins

None of the other answers is correct

When it comes to choosing a personality test to assess candidates' destructive leadership tendencies -

The test should have been created specifically for use within the relevant sector and industry

The test should be selected by someone claiming to be an expert on psychometric testing

The test should ideally be backed by data showing that test scores are statistically linked to the performance of destructive behaviours

Most personality tests are likely to deliver similar benefits

Which of the following solutions is most likely to reduce destructive leadership within organisations?

Putting in place clear financial incentives that reward line managers for exceeding financial performance targets within their business units

The introduction of 360-degree feedback so that employees can make comments anonymously about colleagues' performance

Two of the other responses are correct

Increasing diversity (eg a more even gender split) within the executive team

The best way to reduce the prevalence of destructive leadership behaviours would be to -

Identify employees who are colluding with destructive leaders with the aim of removing such employees from the organisation

Train employees who are conformers in order to boost their self-esteem and therefore willingness to speak up assertively in order to protect themselves

Train all employees in order to boost their self-confidence and therefore willingness to speak up assertively in order to protect themselves

Train employees who are colluding with destructive leaders with the aim of changing their views on the acceptability of destructive leadership

Which of the following would likely be the most effective way to reduce the incidence of destructive leadership within real organisations?

Insist that all leaders take part in frequent, mandatory psychotherapy with psychologists

Identify instances of destructive leadership and then name publicly the perpetrators with a view to shaming the most destructive leaders

Provide one-to-one coaching for all leaders

Put in place robust procedures for employees to report anonymously examples of harassment or other destructive behaviours

Is your workplace toxic?

Destructive leadership can be defined as -

Destructive leadership behaviours are not rare or even uncommon. One implication is that -

Consider a leader who does special favours for friends or family members at the expense of the organisation. This behaviour is an example of an -

A leader who ignores conflicts within their team could be said to be engaging in -

An example of an employee-directed behaviour low in hostility is -

External factors may alter the incidence of destructive leadership behaviours. Which of the following would be most likely to increase the incidence of destructive leadership behaviours?

When it comes to choosing a personality test to assess candidates' destructive leadership tendencies -

Which of the following solutions is most likely to reduce destructive leadership within organisations?

The best way to reduce the prevalence of destructive leadership behaviours would be to -

Which of the following would likely be the most effective way to reduce the incidence of destructive leadership within real organisations?

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