The Bad News: Toxic Managers in Less Principled Organizations

Unfortunately, there are also toxic managers or other bosses who are disruptive. They are unexceptional individuals with a mediocre degree of knowledge and abilities; their inadequate behavior may have psychological roots, as they often suffer from narcissism or have psychopathic traits. The presence of toxic managers is detrimental to a well-balanced and healthy work environment; instability is created and a distorted view of professionalism and competence is on display.

Federal and state legislation that protects employees’ rights is crucial for fair and responsible procedures. Ill-devised decisions contribute to diminished integrity and unjust practices. At-will Employment in the U.S. is an example of a tool that has fallen into the hands of those unscrupulous employers who frequently exploit workers. Toxic managers take advantage of legal provisions such as this one and engage in devious actions that go unpunished.

Toxic Managers’ Characteristics

Self-serving behavior usually manifests itself as a form of “intoxication” with power and a thirst for validation through authority. Narcissistic people have been found to have an inflated sense of self and to overestimate their talents. Furthermore, toxic managers with narcissistic traits tend to believe that they are exceptional and that their abilities are superior to other people’s.

Low emotional intelligence is the inability to have self-awareness and self-regulation, demonstrate empathy, and effectively work with others. A toxic manager may suffer from unresolved early childhood traumas and/or from not having received adequate socialization opportunities. Lack of emotional intelligence may also derive from genetic and neurological conditions and/or defective cognitive processes and can lead to particular personality disorders.

Abusive acts, undue influence, and manipulation are used to control employees. Toxic managers rely on the power of influence on others and they push for conformity. Deviant and dishonest conduct becomes an alternative to accountability and integrity. This may also lead to the fabrication of employees’ activities and evaluations of performance. The culture of a dysfunctional organization may reinforce a harmful atmosphere. Employees may find it difficult to challenge an abusive manager, to get an issue addressed, if no support is offered by the leadership and human resources.

Compulsive micromanaging may become a borderline compulsive-obsessive personality disorder. Toxic managers undermine employees’ competence and autonomy, while also destroying the expected psychological safety. Excessive micromanaging is often a coping mechanism for internal anxiety and insecurity. Thus, the attempt to contain external elements provides temporary relief. This behavior is disruptive and provides a cognitive trap by creating the illusion that order and balance are sole responsibility of the person who controls the situation.

Disruptive actions foster divisiveness and provide contradictory directives. They negatively affect morale and move the goalpost of the required performance. An optimal workplace is a system with an internal balance and flow. Consistency and soundness of expectations, an appreciation for employees’ contribution, the maintenance of psychological safety, the creation of a collaborative culture, and the employees’ sense of belonging are among the crucial elements that contribute to a stable workplace system. Toxic managers derail the path by upsetting this balance.

Intimidation, revenge, and punishment destroy a productive and positive work environment and trust. Toxic managers use these tools when they become increasingly drunk with power and need constant validation, which would require unconditional submission on the part of others. A toxic manager may use additional tactics such as isolation or resort to produce falsehoods regarding an employee’s communication or performance. This behavior is a form of bullying. It also leads to contempt, prejudice, and abuse of power, leading to the elimination of opportunities and the disruption of people’s livelihood.

From The Personal Realm to Organizational Harm

Some organizations do not have a sound policy in place to address the issue of misuse of authority. Bad behavior is not necessarily framed as disruptive conduct, since toxic managers are often allowed ample decision-making power and rarely face consequences. This may be the case for companies with rigid hierarchical structures. Power stratification is considered an advantage for the maintenance of power differences and the status quo.

The culture of an organization may also determine the types of people it attracts. In fact, individuals with egocentric or neurotic personalities flourish and rise to roles of authority in a dysfunctional setting; therefore, they cannot be easily removed despite the damage they continue to cause. Mediocre leaders refuse to address a toxic behavior, because they are likely unable to understand the significance of the violations involved.

The presence of toxic managers is deleterious to a positive organizational vision and its values. In the long term, an establishment that keeps toxic managers on its payroll begins to lose credibility and trustworthiness. The organization’s adhesion to the culture and the allegiance diminish and the image suffers. Qualified employees move to better workplaces or other ventures. With an increase in turnover, new potential victims are hired. The vicious cycle continues and becomes more vitriolic, because no checks and balance exist and toxic managers need more prey to feed their dysfunctional needs.

Employees’ Awareness of Their Own Worth

​Recognize your own value – We are living in critical times; events and technology are changing the lives of many and not always in a positive manner. It is crucial to acknowledge one’s own personal dignity and self-worth. This also involves maintaining a positive outlook, continue on your path of growth, and enjoy the relationships you build with good people.

Distinguish between acceptable and unacceptable conduct – Becoming aware of this distinction means being in a better position to avoid accepting, or continuing, employment with an organization that protects toxic managers and/or prepare for possible future actions. For instance, it is crucial to distinguish between a demanding boss/manager and a destructive one, The former is an individual who has high expectations, but who may also want meaningful communication and establish quality rapports. The latter, instead, is motivated by self-serving objectives and is not interested in showing fairness or respect; morale and trust have no meaning.

Pursue your personal wellbeing – Personal wellbeing should be the priority. When an unhealthy dynamic is recognized, is important to avoid becoming consumed by it. Furthermore, it is relevant to remember that toxic managers often act out their unresolved personal issues, which only a therapist could address. For this reason, it would be impossible for an employee to come to an understanding with a toxic manager. Furthermore, no matter how flexible employees may attempt to be, toxic managers will not improve on their own or suddenly demonstrate ethical conduct. In fact, these individuals are likely to have a history of this dreadful behavior, and they will continue to do so, as long as their conduct remains unchecked.

Accept that envy and resentment exist – Toxic managers have titles but no real competence. That is why they often attract mediocre people. They may also be unable to establish positive connections with others. In these circumstances, toxic managers may develop envy and resentment towards those employees who display knowledge and accomplishments. Furthermore, they may develop an aversion toward people who have charisma or who can otherwise establish good rapports with the ones they work with or serve. Finally, employees may manifest inner peace or a positive personality that will likely trouble “the living daylight out of” toxic managers, who long to see others in frequent distress and gloom.

Understand that importance of records gathering - Documentation is crucial for employees to protect themselves, even if they eventually leave the organization that protects a toxic manager. The type of issue or damage inflicted by a toxic manager and an unresponsive organization will determine the options to consider. Some legal actions may have statutory limits; while others are not subjected to them. Bringing a lawsuit is not the only path to consider. Complaints and other actions can also be cogitated and undertaken when the time is right. Patience and diligent work will produce great results.

Keep an open mind with future employers – It is important to remember that not all organizations protect toxic managers. Honorable leaders seek and appreciate valuable team members. Good organizations maintain transparent and ethical practices and are responsive to employees’ concerns. In general, honorable companies welcome good and competent employees and foster a healthy workplace.

Why We Should Care

Because the abuse will continue if people do not openly speak about it or do nothing. There are many good and qualified employees, as well as many sensible organizational leaders. Although bad behavior and corruption at top levels often percolate through many layers of a company and society, we should not allow a free pass to dysfunctional and toxic individuals to interfere with the life of normal people.

- This article was published on LinkedIn in June 2026.

© 2026 Dr. Rita Pavone | OnPoint Research and Consulting