Most employees report having experienced at least one toxic supervisor at some point in their careers, according to surveys.
Even the most well-intentioned managers can occasionally display toxic behaviors, especially during periods of high pressure.
The impact on employees’ mental health can be significant, as they spend eight hours a day simply “trying to get through it.”
If you’re not sure whether your manager is toxic, some common signs of toxic managerial behavior include:
Their presence changes the atmosphere in the workplace, creating tension or discomfort.
Their emails, messages, and calls trigger stress or anxiety.
Their behavior limits others’ ability to think, contribute, or express themselves (for example, by interrupting or ignoring their input).
“So What? What’s the Big Deal?”
A supervisor or employer influences not only what employees do, but also how they experience their work—and even how they perceive themselves.
In other words, they shape the psychological environment in which employees operate.
In fact, existing research identifies leadership as one of the key factors affecting employee well-being.
Employees working under toxic managers reported lower levels of well-being, according to a recent study involving more than 270 workers.
Significant effects were observed on both mental health (for example, feeling that work lacks meaning) and physical health (such as exhaustion and burnout).
In addition, toxic leadership has been linked to symptoms including anxiety, depression, psychological distress, and lower self-esteem.
Employee well-being has a direct impact on a company’s financial performance.
According to another study involving sales managers, those who were happy at work achieved 25% more sales per hour.
Other research also suggests that meeting employees’ emotional needs—such as feeling appreciated and finding meaning in their work—can motivate higher performance to a degree comparable to financial compensation itself.
Managers influence the “energy” of a workplace through their daily interactions, via a phenomenon known as emotional contagion.
This is the process through which emotions and moods are transmitted from one person to another.
When that energy is toxic, it can spread throughout entire teams and organizations.
Managers should:
