I’m working on two leadership books at a time. One is titled: “Blessed, But In Pains”, while the other is titled: “Leadership That Works”. I’m optimistic that the two books will be a blessing to my generation and beyond when they come out by the grace of God.
The focus of my article this morning on Toxic Leadership is largely drawn from the second book.
Leadership is one of the most powerful forces in human society. It shapes cultures, drives performance, influences values, and determines whether institutions rise, stagnate, or collapse. At its best, leadership inspires hope, unlocks potential, and builds legacies that outlive individuals. At its worst, it corrupts systems, manipulates people, and leaves deep scars on organisations and nations alike.
Yet, the most dangerous form of leadership failure is not always loud or obvious. It is often subtle, normalised, and excused — until the damage becomes irreversible. This is the peril of toxic leadership: a destructive style of leadership that thrives in silence, fear, and misplaced loyalty. By the time it is fully recognised, morale has collapsed, talent has fled, and trust has been broken.
Toxic leadership is the shadow side of authority. It may wear the mask of competence, charisma, or decisiveness, but beneath the surface lies a pattern of abuse of power, manipulation, neglect, and unethical conduct. Unlike a tough boss or a temporary crisis-driven approach, toxic leadership is systemic and persistent. It corrodes organisational health over time and sacrifices long-term growth for ego, control, or personal gain.
Understanding Toxic Leadership:
At its core, toxic leadership refers to a leadership pattern where power is misused and followers are diminished rather than developed. It is marked by authoritarianism, micromanagement, favouritism, intimidation, dishonesty, and a glaring lack of empathy. Instead of empowering people, toxic leaders rule through fear, control, and dependency.
Such leaders may secure short-term compliance or results, but they do so at a devastating cost. Trust erodes, innovation dies, and collaboration gives way to suspicion. Where effective leadership creates environments in which people thrive, toxic leadership breeds anxiety, silence, and disengagement. Over time, organisations led this way become shells of what they could have been.
The Heavy Cost of Toxic Leadership:
The consequences of toxic leadership are staggering and far-reaching. Productivity suffers first. Fear and mistrust suppress creativity, initiative, and commitment. Employees focus on survival rather than excellence, doing only what is necessary to avoid trouble. Innovation stalls because risk-taking is punished, not rewarded.
High turnover soon follows. Talented, competent people rarely stay where they feel disrespected, unsafe, or undervalued. They leave in search of dignity, fairness, and psychological safety, while those who remain are often the least empowered to challenge dysfunction. The result is a gradual but steady drain of institutional capacity.
Morale inevitably collapses. Toxic leadership undermines trust, devalues effort, and replaces merit with favouritism. Employees feel invisible, insecure, and unappreciated. Engagement plummets, enthusiasm fades, and cynicism takes root.
Reputations also suffer. Organisations under toxic leadership become known for internal conflict, unethical behaviour, and chronic failure. Stakeholders — partners, clients, and the public — lose confidence. Once credibility is damaged, it is painfully difficult to restore.
Perhaps most damaging of all are the lost opportunities. Toxic leaders drive away talent, weaken partnerships, and blind institutions to growth possibilities. Innovation is avoided, bold ideas are silenced, and strategic risks are shunned. Over time, the organisation falls behind, not because it lacked potential, but because leadership suffocated it.
History and experience show a sobering truth: no relationship, organisation, or nation can thrive under sustained toxic leadership.
The Common Traits of Toxic Leaders:
Toxic leadership often follows recognisable patterns. Narcissism is a frequent trait — an obsession with self-image, control, and personal glory. Narcissistic leaders place their ego above collective success. Figures as varied as Napoleon Bonaparte, Robert Mugabe, and Elizabeth Holmes illustrate how charisma and ambition, when divorced from integrity, can achieve short-term gains while eroding long-term stability.
Manipulation is another hallmark. Some leaders rely on deceit, propaganda, and coercion to secure loyalty. History is replete with examples — from Adolf Hitler’s weaponisation of propaganda, to Joseph Stalin’s reign of terror, to authoritarian rulers who mastered political manoeuvring and intimidation. Manipulation may consolidate power, but it hollows out institutions and destroys trust.
Insecurity also plays a destructive role. Leaders who fear criticism often suppress dissent, micromanage systems, and surround themselves with unquestioning loyalists. From political strongmen to corporate autocrats, insecurity breeds paranoia and rigidity, producing short-term control at the expense of long-term resilience.
Micromanagement is perhaps the most visible sign of toxic leadership. It reflects a profound lack of trust. Instead of empowering others, the micromanager controls every detail, suffocating initiative and creativity. History shows that such control creates only the illusion of order while weakening institutions from within.
Favouritism further corrodes systems. When loyalty to the leader outweighs merit, organisations descend into cliques and patronage. Talented individuals disengage or exit, while mediocrity is rewarded. The experiences of regimes built on cronyism offer clear warnings: favouritism secures short-term loyalty but guarantees long-term failure.
Underlying many of these traits is a lack of empathy — the failure to recognise the humanity of those being led. Leaders without empathy dismiss concerns, dehumanise subordinates, and prioritise results over dignity. While this may force obedience temporarily, it ultimately breeds resentment, fear, and collapse.
Why Toxic Leaders Endure:
Despite their damage, toxic leaders often persist. They may deliver quick results, possess charisma, or thrive in cultures that reward aggression over collaboration. Fear silences opposition, and weak accountability systems enable abuse. In such environments, toxicity is tolerated, excused, or even celebrated — until the cost becomes unbearable.
Protecting People and Institutions:
Protection begins with boundaries. Disrespect and unethical behaviour must not be normalised. Documentation and clear communication are essential, as is building alliances and support networks. Transparency and accountability must be strengthened, and individuals must develop emotional resilience to withstand pressure.
More importantly, organisations must redefine what they reward. Sustainable success demands leadership that values people as much as performance.
Leadership That Heals:
Toxicity is not inevitable. It can be reversed when leaders commit to self-awareness, honest feedback, humility, and accountability. Leadership that truly works is leadership that heals — leadership that prioritises people over power, admits mistakes, and seeks to build rather than dominate.
History’s darkest chapters remind us of the cost of empathy-free leadership. Its brighter moments show us the alternative. The choice between toxic control and transformative leadership remains one of the most consequential decisions any society or organisation can make.
A word for leaders:
In conclusion, leadership must be a force for renewal, not ruin. Every leader owes society the sacred duty to inspire positive transformation, nurture healthy relationships, and elevate collective values rather than corrode them. True leadership does not coerce, intimidate, or diminish; it enlightens, empowers, and builds legacies that endure. Never forget that people do not merely listen to leaders — they emulate them. Your conduct, character, and convictions will define the path others choose to follow, for leadership, at its core, is influence in action.
Pst. Favour Adéwọyin,
Leadership Manager and Community Developer.
