The realm of leadership is a tightrope walk. Leaders must be demanding enough to drive results, yet empathetic enough to foster a thriving work environment. Crossing the line from being a ‘tough boss’ to a ‘toxic leader’ can have disastrous consequences for morale, productivity, and ultimately, organisational success. Differentiating these two seemingly similar roles, and understanding how to prevent the shift, is crucial for leaders and organisations alike.
Rajesh Balaji, CHRO, Matrimony.com, identifies the crux of the matter: a leader losing their core purpose. “When the focus shifts from enhancing team and organisational performance to personal gain or ego,” he says, “that’s when the shift to toxicity occurs.” Leaders who forget their guiding purpose, and instead prioritise manipulation and self-aggrandisement, pave the way for a poisoned work environment.
“When the focus shifts from enhancing team and organisational performance to personal gain or ego, that’s when the shift to toxicity occurs.”
Rajesh Balaji, CHRO, Matrimony.com
Vivek Tripathi, VP-HR at NewGen Software, draws a clear line based on accountability. “A tough leader holds people accountable while recognising and rewarding achievements, creating role models within the team,” he asserts. “A toxic leader, however, demands without providing adequate support, pushing down the responsibility of failure and creating an environment of fear and blame.” True leadership thrives on accountability, where challenges are shared, successes are celebrated, and failures are seen as opportunities for growth.
While acknowledging the situational complexities, Ravi Kumar, CPO at Page Industries, emphasises the need for balance. “There’s a continuum between tough and toxic,” he says. “Reaching a certain level of assertiveness, even if perceived as difficult, is inherent in leadership.” However, the key lies in maintaining healthy boundaries. Leaders who lean into toxicity, prioritising aggression and intimidation over genuine mentorship, create a breeding ground for fear and disengagement.
“A tough leader holds people accountable while recognising and rewarding achievements, creating role models within the team. A toxic leader, however, demands without providing adequate support, pushing down the responsibility of failure and creating an environment of fear and blame.”
Vivek Tripathi, VP-HR, NewGen Software
Ultimately, identifying and preventing toxicity boils down to observing leadership behaviour. Tripathi highlights the importance of alignment with organisational values and objectives. A tough but fair leader demonstrates commitment through respectful behaviour and open communication, fostering an environment where team members feel safe to express themselves and offer feedback. Conversely, toxic leaders exhibit double standards and engage in behaviours detrimental to team morale, often displaying narcissistic tendencies where personal agendas overshadow organisational goals.
To prevent the shift from tough to toxic, Balaji advocates for clear communication and robust governance within the organisation. “Constant communication fosters security and allows for safe escalation of concerns, preventing toxicity from taking root,” he explains. Additionally, organisations should have effective escalation mechanisms, dedicated platforms where employees can voice concerns without fear of repercussions.
As Kumar cautions, however, “It’s not just about having a structure; it’s about how the organisation responds to the feedback received. Taking action against toxic behaviours, even from high-performing leaders, sends a powerful message.”
Leaders themselves must actively cultivate a culture of openness and dialogue. Supporting team members, considering oneself part of the team, and taking responsibility for both successes and failures are crucial components of effective leadership. Constant self-awareness and a willingness to accept feedback, as Tripathi emphasises, are key to staying on the right side of the line.
“There’s a continuum between tough and toxic. Reaching a certain level of assertiveness, even if perceived as difficult, is inherent in leadership.”
Ravi Kumar, CPO, Page Industries
“The top leadership’s behaviour sets the tone for the entire organisation,” concludes Kumar. “Toxic leadership styles are often inherited, making it crucial to manage and mitigate such tendencies through robust organisational mechanisms. A strong HR function, aligned with company values, can serve as a crucial shield against the encroachment of toxicity.”
The journey from being a tough boss to a toxic leader is fraught with peril, but it is a journey that can be successfully navigated. By maintaining a clear sense of purpose, fostering open communication, holding themselves accountable, and ensuring their behaviours align with organisational values, leaders can create an environment where toughness is an asset, driving success without sacrificing the well-being of the team and the organisation as a whole.