Primary Task Response: Within The Discussion Board Area ✓ Solved

Primary Task Response: Within the Discussion Board area, respond to

Within the Discussion Board area, respond to the following questions with your thoughts, ideas, and comments. Most DM dissertations are based on one or more foundational concepts and theories found in the management or leadership literature. Although your discoveries may result in new knowledge, the conclusions of your research can be connected to the body of scholarly management research.

Review all of the theories (and research additional theories if needed) that were discussed in the course. Dissertation Topic: What happens to toxic leaders once they are removed from an organization? Identify the leadership theory that forms (or is closest to) the basis of your dissertation research interests. Create and attach a mind map showing the visual connection between the leadership theory that you selected and your dissertation research interest.

Paper For Above Instructions

The phenomenon of toxic leadership within organizations has garnered significant attention in recent years, as various studies have highlighted its detrimental effects on employee morale, organizational culture, and overall productivity. Toxic leaders are characterized by self-serving behaviors, poor communication, and a lack of empathy—traits that can lead to high employee turnover, increased stress, and declining job satisfaction (Kelloway & Charbonneau, 2007). This paper examines the fate of toxic leaders once they are removed from an organization, within the framework of leadership theories that provide insight into the underlying dynamics of such situations.

To establish the theoretical foundation of this dissertation research, I will focus on the Transformational Leadership Theory (Bass, 1985). Transformational leadership emphasizes the process of inspiring and motivating followers to achieve greater heights than they initially thought possible. However, it is essential to note that transformational leadership's effectiveness is contingent on the leader's integrity and ethical behavior. Toxic leaders, by contrast, often manipulate their followers for personal gain, thus violating the principles of transformational leadership (Northouse, 2018).

Understanding Toxic Leadership

Toxic leadership can have varying implications for organizational health and employee well-being. Research indicates that toxic leaders can diminish trust, reduce employee engagement, and foster a hostile work environment (Kaiser et al., 2010). Once toxic leaders are removed, the effects of their leadership style may linger within the organization. Employees may feel relief initially, yet they might also carry the scars of past experiences, leading to skepticism about future leadership (Levine & Toffler, 2014). This transitional period can ultimately shape the organization's culture and its approach to future management practices.

The Impact of Leadership Removal

When toxic leaders are removed, organizations often undergo a critical phase of evaluation and restructuring. Studies suggest that the removal of a toxic leader can result in improved organizational performance, enhanced employee morale, and a renewed focus on strategic goals (Schaubroeck et al., 2011). Employees may experience a renewed sense of hope and clarity about their roles within the organization, thus contributing positively to the work environment. However, the leader's removal must be handled delicately—factors such as timing, communication, and the introduction of new leadership play crucial roles in determining success (Zaccaro & Klimoski, 2001).

Mind Mapping Leadership Theories

A mind map serves as an effective tool to visualize and connect the chosen leadership theory to the research interest. In this case, the mind map will outline the relationship between Transformational Leadership Theory and the dissertation focus on toxic leaders. Key nodes of this mind map will include:

• Core Principles of Transformational Leadership
• Characteristics of Toxic Leadership
• Consequences of Toxic Leadership on Organizational Culture
• The Role of Ethical Leadership
• The Path Forward Post-Removal

Creating this mind map will help clarify the connections and illustrate the implications of both transformational and toxic leadership on organizational dynamics. By mapping out these elements, it becomes easier to visualize how transformational leadership can serve as a counterpoint to the effects of toxic leadership, emphasizing the need for a rigorous examination of leadership replacements during transitional periods.

Conclusion

The removal of toxic leaders from organizations is a complex process that requires consideration of various leadership theories, particularly Transformational Leadership Theory. Understanding these dynamics can lead to better strategies for organizational recovery and growth. Future research must delve deeper into the experiences of employees post-leadership removal to assess the long-term impacts on organizational health and work environments.

Addressing this topic through a solid theoretical framework enhances the potential contributions of the research to the existing body of knowledge regarding leadership and organizational behavior.

References

• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
• Kaiser, R. B., Hogan, R., & Craig, S. B. (2010). Leadership and the fate of organizations. American Psychologist, 65(3), 199-204.
• Kelloway, E. K., & Charbonneau, D. (2007). Challenge your leadership: Enhancing sustainability through effective leadership. Leadership & Organization Development Journal, 28(1), 27-42.
• Levine, A. & Toffler, A. (2014). The coming of age of the participatory organization. Harvard Business Review, 92(2), 44-54.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
• Schaubroeck, J., Lam, S. S., & Cha, S. E. (2011). Embracing transformational leadership: The role of leadership strategies in employee well-being. The Leadership Quarterly, 22(2), 393-406.
• Zaccaro, S. J., & Klimoski, R. J. (2001). The nature of organizational leadership: An influence process perspective. In The nature of organizational leadership: Understanding the performance imperatives confronting today's leaders (pp. 3-43). Jossey-Bass.