The Allure of Toxic Leaders

By G. Grodnitzky. 2006

89 citations recorded by the source corpus.

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The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. (2007, background): “Control can be overt, as when neighborhood watch groups spy on citizens (e.g., East Germany, North Korea, Cuba) or it can be a subtle appeal to follower needs for authority, security, belongingness in a safe community, or fear of isolation, imprisonment, or death (Lipman-Blumen, 2005).”
High toxicity leadership: Borderline personality disorder and the dysfunctional organization (2006, background): “As indicated by Goldman (2005), Lipman-Blumen (2005), and Frost (2003), the threat of highly toxic leadership requires advanced scouts or toxin detectors within the organization who are able to initially distinguish whether an individual may require further assessment by an outside third party.”
Industrial and Organizational Psychology (2010, background): “[86]There is also research interest in how psychosocial hazards affect physical ailments like musculoskeletal disorder.[87] A contributing psychosocial factor to accidents is safety climate, that concerns organizational policies and practices concerning safe behavior at work.”