The link between stress and a multitude of serious illnesses, including heart disease, diabetes, asthma, cancer, osteoporosis, anxiety, depression, insomnia, memory loss, and premature aging, has been well-established by a vast body of research. However, a critical question that remains is the extent to which “toxic” leadership contributes to workplace stress, and what indicators signal a toxic leader.
Compelling evidence has emerged demonstrating that a staggering 60% of global employees believe that their mental health is primarily affected by their job. As such, understanding the impact of toxic leadership on employee well-being is of paramount importance in addressing the mental health crisis in the workplace.
A stressful environment
In De-Stress at Work, ESADE’s Simon Dolan explores the role leaders with low self-esteem play in passing on stress to their teams. Crafted with the aim of enabling individuals to gauge whether their superior or manager is having an impact on their mental health, the guide provides actionable insights on how to mitigate the effects of toxic leadership. By offering practical solutions, the guide aims to empower individuals to take control of their mental well-being and establish a healthier work environment.
“Leadership can make or break an organization,” the author explains. “With good leaders motivating teams to be creative and productive. But on the other side of the coin, a bad leader can demotivate teams, cause low morale and the effect on teams can be devastating.”
According to the researcher, the key traits that define a toxic leader are a propensity to exhibit envy towards their team’s achievements, a preoccupation with workplace competition or perceived “enemies,” a tendency to appropriate credit for the work of others, a proclivity to frequently compare themselves to others, and a belief that their self-worth is primarily determined by their most recent accomplishments.
“Whether knowingly or not, a toxic leader is one who abuses their authority and violates trust to satisfy their own ego,” he explains.
Superhumans
The author believes that because leadership is so difficult, we can often fall into the trap of bestowing leaders with almost superhuman characteristics of strength and stamina.
“This can be really harmful, because they are required to hide their feelings even when under immense pressure,” he explains. “Pretending to be a superhuman causes a lot of damage to the mind and body—really the key is to be realistic about your strengths and weaknesses. A leader needs to be able to proactively manage their emotions well enough to project calm and rational to their teams.”
To successfully confront work-related stress, Professor Dolan recommends the adoption of emotional regulation techniques. In his book, he presents practical solutions for combating stress on both an individual and organizational level, including effective communication methods for companies and relaxation techniques for employees.
Striking the balance
Professor Dolan emphasizes that while leaders must exhibit confidence, they should avoid crossing the line into overconfidence. A good leader, he notes, is someone who is supportive, respectful, and encourages growth, rather than merely being self-assured. Additionally, he highlights the importance of validation, as leaders who recognize and reward success can help bolster individuals’ sense of psychological well-being and self-esteem.
According to Professor Dolan, specific inherent traits, early life experiences, and learned cognitive dispositions can make individuals susceptible to the harmful effects of stressors. He argues that a compulsive need to prove one’s worth to others often stems from a lack of deep-rooted self-esteem, resulting from insufficient ethical and emotional development throughout one’s life.
People’s responses to stress differ depending on personality traits, such as neuroticism, introversion, extroversion, rigidity, flexibility, and ambition. However, Professor Dolan maintains that the primary factor influencing stress levels is an individual’s sense of control over their life, environment, and actions. He asserts that emotional intelligence is the key to cultivating this sense of control, even for those who may not possess inherent confidence.
