The Long-Term Influences of Toxic Leaders on Their Followers: A Qualitative Descriptive Study

Abstract

Toxic leaders occupy leadership positions across all work sectors in the U.S. and have a significant negative influence on their organizations and followers. Prior research has predominantly focused on the influence of toxic leaders when followers report to them. Scarce research is available to explore the long-term influences of toxic leaders. The current qualitative descriptive study sought to better understand the long-term influences of toxic leaders by listening to participants describe how prior toxic leaders continued to influence them. The data obtained in this study allowed the researcher to identify six categories and 10 subcategories to answer the research question, “How do toxic leaders influence followers who no longer report to them?” The categories that emerged from this qualitative descriptive study included: (1) changing followers as people, (2) current work lives, (3) leadership, (4) self-confidence, (5) ability to trust, and (6) appreciation for current work situation. The identified categories further illuminated the need to eradicate toxic leadership. To help accomplish this task, a Leadership Culture Code (LCC) solution is proposed. The LCC is based on two fundamental tenets. First is the need to establish clear expectations for leaders. Second is the need to empower followers to hold leaders accountable to leadership expectations.

Keywords: Toxic leadership, abusive supervision, leadership accountability