The good, the ineffective, and the toxic: what should leaders avoid doing?

Leaders Are Like Onions… They Have Layers, But Some Might Be Rotten

Groups are everywhere. And because of that, so are leaders. Whether in school, the workplace, clubs, or even government and more. Some leaders are visible and are in charge of teams chasing a goal. Others might tend to hang in the wings and lead from behind. Leaders have a wide variety but ultimately there are two types: the good ones and bad ones.

How do you really define the difference though? Good leaders possess qualities like ethical decision-making, effective communication, team trust, and vision. Poor leaders, in contrast, are indecisive, inconsiderate of their team, avoid confrontation, or serve their own egos.

Don't get us wrong, both good and bad leaders may deliver effective results. But does effectiveness really determine if a leader can be called a good one? Or can even toxic leaders who get results benefit from personal growth and changes to their seemingly-working leadership style?

Join CLCI Live as Jen Long (PCC), Anthony Lopez (MCPC), Brooke Adair Walters (ACC), Jerome LeDuff (MCLC), Lisa Finck (MCC), and Samuel Gozo (ACC) go through these questions by defining the good, the ineffective, and the toxic leaders, discussing LMX theory, and exploring how coaches can help empower clients on their own leadership journey.

How Not To Lead: The Ineffective and Terrible Leader

One of the best ways to find the leadership styles you see as most effective is to find the ones that aren’t. Toxic or terrible leaders might get short-term results, but at the cost of their team which in the long term is likely to make the process implode. 

Being indecisive is a big one. Indecisiveness is a significant indicator of poor leadership, hindering progress and decision-making. It can undermine a leader’s effectiveness. Yet being decisive doesn’t necessarily make someone a good leader either. See, leadership is going to require balancing decisiveness with flexibility. A leader with tunnel vision could have their decisiveness hinder goal achievement.

Micromanaging is one other sign of an ineffective leader. It indicates a lack of trust in the rest of the team members. When team members don’t feel trusted by their leader, they’re unlikely to trust them back, give support, or show initiative on their own. 

Communication is important in any field. But If a leader refuses to use direct communication, they’re both neglecting consideration for team members and also potentially being avoidant. Hey, who likes confrontation? It’s unpleasant! But avoiding confrontation can prevent necessary discussions that foster growth and clarity. 

Finally, bad leaders can be seen in how they treat their team. Lack of consideration for team members leads to a toxic leadership environment. It’s been found that barriers to work performance, helplessness, and frustration, will isolate the members of a team and leave them feeling powerless.

Ineffective leaders are those that waste time, resources, and ultimately don’t get results. Toxic leaders can still get results and so if the metric of good or bad is based on effectiveness, these examples would be considered, well, effective. But does that make them good leaders? 

By nature, leaders can’t stand alone. They have to have people they’re leading and those people matter. A 2022 scientific literature review found that toxic leadership has an effect on work motivation and job satisfaction, and while toxic leadership itself did not have a direct effect on it, job satisfaction does affect employee performance. Even well performing team members could be spending considerable time neutralizing a toxic leader's harmful impact. And there’s a risk that the next “generation” of leaders will repeat this cycle with their team.

Even with some findings of effective workplace performance, other research being reviewed show this doesn’t come with no strings attached. The study explains historical research has demonstrated a connection between toxic leadership and low morale leading to lower levels of productivity. They compare the process to a “slow-acting poison that slowly destroys its surroundings”. 

Even if the disadvantages of a toxic leader aren’t shown right away, it does not mean the environment they’re creating isn’t going to decrease effectiveness as time goes on.

What Makes A Good Leader

Well, now that we’ve seen the traits of ineffective and toxic leaders, what about their counterparts? Many of the traits of a good leader are the opposite of those found in a poor leader. A good leader has a vision and flexibility both. Good leaders prioritize effective communication and accept necessary awkward confrontations.

Some good leadership qualities include ethical decision-making, effective communication, having a vision, consideration for team members, and personal growth. 

Effective and ethical leadership requires a necessary balancing of decisiveness and adaptability. They have to avoid both rigidity and excessive flexibility. They need a vision, but should be open to suggestions and alternative goals. 

Leader-member exchange (LMX), a theory often tested with Graen and Wakabayashi’s 1995 model of questioning, remains one of the most prominent theories in this arena to this day. A 2020 study by Chitkara Business School explains that LMX theory runs with the underlying premise that leaders and team members develop relationships ranging in diversity from low to high quality. The study lists some perks of high quality LMX vs cons of low quality LMX, including:

Building trust through LMX theory likely enhances relationships between leaders and followers, and so is a good quality to see in a leader. As well, consideration for team members is crucial if a leader wants to avoid a toxic environment. Good leaders should empower their teams, communicate openly, and maintain ethical standards. Finally, leaders can enhance their effectiveness by undergoing personal growth and so can coaches.

The question remains: Can experiencing a coaching relationship help leaders grow?

Leadership and Coaching

The answer to that is absolutely! So let’s delve deeper into what a coach can and can’t do for their leader-to-be clients, as well as the intricacies of the coaching relationship.

Leadership coaching is a multifaceted process that primarily focuses on identifying the traits of ineffective leaders, the qualities that characterize good leaders, and the various strategies that can be employed to foster improvement. Simply listing off every trait and characteristic discussed in literature or training sessions is not an effective approach. Instead, coaches should prioritize the process of self-discovery for their clients. Just as effective leaders empower their teams to reach their full potential, coaches should similarly empower their clients, guiding them toward insights rather than merely dispensing advice or solutions.

To facilitate this empowering journey, coaches must first create a safe and supportive environment where clients feel comfortable exploring their own motivations, feelings, and aspirations. This safe allows clients to engage in open and honest self-reflection without fear of judgment or criticism. Once clients feel secure within the coaching relationship, they are more likely to delve into the emotional underpinnings of their actions and behaviors. This exploration can lead to profound insights regarding their goals, aspirations, and the barriers they may face in achieving them. Coaches play a pivotal role in this process by encouraging clients to take ownership of their development, fostering a sense of autonomy and accountability rather than dictating the path they should follow.

Moreover, akin to the qualities of a good leader, a coach should cultivate a trusting relationship with their clients, which involves refraining from micromanaging or offering unsolicited advice. Trust is a foundational element in the coaching dynamic; it allows clients to express their thoughts and feelings freely, knowing that their coach will respect their journey. Coaching is fundamentally about empowering clients to find their own answers and solutions, rather than simply providing them with a set of prescribed actions to take. This empowerment is achieved through active listening, thoughtful questioning, and providing feedback that encourages clients to think critically about their choices and behaviors.

In conclusion, the role of a coach extends far beyond merely instructing clients on what makes a good leader. It is a nuanced relationship that emphasizes self-discovery, empowerment, and trust. By fostering a safe environment and encouraging clients to take charge of their development, coaches can significantly enhance their clients’ leadership capabilities, ultimately preparing them to become effective leaders in their own right.

Thank you,

Jen Long (PCC), Anthony Lopez (MCPC), Brooke Adair Walters (ACC), Jerome LeDuff (MCLC), and Lisa Finck (MCC)

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