Pretending pirates: Tracing the toxic trail in South Asia

Abstract

The recent decades that launched us into the 21st century had a long list of horrendous errors, and scams, which can be traced back to decisions made by those in positions of authority, whether in the public sphere or in business. It questions the very intentions and objectives of leaders and one wonders if failures were deliberate or due to the ineffectiveness of big-headed and imprudent leaders. Toxicity in leadership has been an undercurrent in organisations, societies and nations from its inception. However, the construct failed to entice much consideration of the research fraternity. This paper endeavours to clarify the boundaries among the constructs studied within the domain of toxic leadership, discourse some obscurities about the nature of toxic leadership, make explicit some characteristics and detrimental consequences at individual and organisational level. It also attempts to trace the stimulators of toxicity and the suggestions to deal with this menace.