Combatting Toxic Work Environments: A Guide for Leaders

Brief 

Discover the importance of addressing toxic work environments and learn how leaders can become ‘toxic aware’ to create a healthier, more inclusive workplace for their teams.

Insight

The term “toxic” has gained prominence in describing unhealthy workplace behaviours, and leaders need to address these issues to prevent employee dissatisfaction and attrition. A study by career site The Muse reveals that 68% of female, 64% of male, and 59% of nonbinary respondents have experienced toxic work environments, with 22% looking to leave their jobs. Senior leaders (44%) and immediate supervisors (41%) are often cited as the cause of these adverse conditions.

Toxic work cultures are ten times more likely to cause employees to leave a company than dissatisfaction with salary or benefits. Such environments can result in stress, burnout, depression, and anxiety among workers. To become a “toxic aware” leader, individuals need to examine themselves, their teams, and their organisations.

Self-assessment involves asking trusted colleagues for feedback on one’s behaviour and finding ways to improve relationships with team members. A leader must also examine their team, ensuring team members act in accordance with the desired culture and fostering a sense of belonging. Research suggests that 70% of a leader’s actions and words affect whether people feel included in their team.

Lastly, leaders must evaluate their organisation, identifying and addressing both overt and subtle toxic behaviours or practices that create unhealthy patterns or stress. By recognising potential toxic behaviours and systems, leaders can mitigate the damaging effects of employee stress, turnover, and apathy and create a safer, healthier work environment.

Highlight

1. A study by The Muse reveals that 68% of female, 64% of male, and 59% of nonbinary respondents have experienced toxic work environments.
2. Toxic work cultures are ten times more likely to cause employees to leave a company than dissatisfaction with salary or benefits.
3. Research suggests that 70% of a leader’s actions and words affect whether people feel included in their team.

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