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Toxic Leadership Intervention Model


As a senior leader in an organization, discuss how you would effectively go about helping a team leader who has toxic leadership tendencies. The team leader in question reports to you. You have not only personally observed those toxic tendencies, but you have also, on several occasions, received complaints from his team members about his leadership. (20 marks)

Toxic Leadership Intervention Model

Solving toxic leadership within the firm, especially if it concerns your subordinate directly, is not easy but crucial. Your approach as a senior leader should be strategic, empathetic, and firm, aimed at transforming the leader’s behavior and the health of your team.

Initial Assessment and Documentation

The assessment starts by analyzing the situation. This entails collecting particular instances of the toxic behavior – observed personally and reported by the team’s members. These incidents should be documented, indicating the dates, the surrounding circumstances, and the effect of the behavior on individuals and the group as a whole. The issue will also be discussed with the team leader using this data, and if other measures are required, they will be taken according to these indicators (Mergen & Özbilgin, 2020).

Private Conversation with the Team Leader

On this basis, organize a private interview with the supervisor concerned after obtaining adequate information. This meeting aims to discuss the concerns without being aggressive about them. The instances should be listed and shown how they lower the team’s spirits, decrease output, and affect the workplace setting at large. However, attention should be given to the behavior and its consequences instead of labeling an individual as ‘toxic.’

Active Listening and Understanding Perspectives

This means that active listening entails the interaction between a team member and the team leader to get all insights of the latter in full. However, such behaviors may arise due to private problems, stress, lack of or inadequate information about a case, or the absence of good management and leadership skills. Considering these issues facilitates the development of a helpful action plan that responds to their problems. Engagement leads to problem-focused solution-building by addressing issues at the core, supporting the team leader’s developmental needs, and enhancing self-care (Mergen & Özbilgin, 2020).

 Providing Constructive Feedback and Setting Expectations.

Provide positive feedback and give recommendations on how to become better. This might involve particular behavioral change patterns, approaches to communication, or mechanisms to enhance a better working climate. In addition, it is vital to determine what will happen in case of insignificant changes. In this situation, stricter measures will be applicable (Mergen & Özbilgin, 2020)

 Development Plan and Support

Team leader’s comprehensive development plans include customized leadership training, dedicated coaching, and mentoring programs. Have a development plan based on skills gap analysis and individual objectives. Hold leadership workshops and individual coaching meetings, and assign a mentor to guide them. Regular feedback and checks must be conducted to keep track of successes and provide support. Give resources, time, and encouragement to show you care. Give them complex yet beneficial tasks that match their plans for development. Reinforce their own story as a priority for them; it must be a kind of motivation toward the cohesion of the group (Lawrason et al., 2023).

Follow-up and Monitoring

Decide on how often one should follow up to measure progress. It is also essential for regular evaluations of improvement and continuous feedback. In addition, this demonstrates to the leader of your team that you value their growth in terms of professionalism and you expect them to be responsible.

 Addressing the Team

An organization must recognize the issue and not disclose any information while responding to the team’s concerns. It ensures the team knows that the practice is undesirable in the firm, and it shows respect for the common good. This indicates recognition of their concerns towards adherence and the unity of the employees (Lawrason et al., 2023).

Preparing for Possible Outcomes

Prepare for various outcomes. Should things take a turn for the better, the team leader should be supported to help them improve. Nevertheless, more vigorous measures should be enforced in case of stagnation. If necessary, consider dismissing or replacing the individual for the good of the team and business. To be effective, flexibility of approach must consider potential positive change and take measures to ensure that they stay effective over time in light of this (Morris, 2019).

Reflecting on Organizational Culture

Lastly, you should use this experience to consider the general organizational culture. Toxic leadership often prevails when overlooked or otherwise promoted unintentionally. Therefore, it might be prudent to consider widening the cultural changes or training programs to preclude the occurrence of similar issues in the future (Morris, 2019).


Therefore, handling a team leader with such traits must be done appropriately with assertiveness, sympathy, and encouragement. A senior leader can turn harmful behavior into good leadership by dealing with it upfront, giving precise comments and growth prospects, and ensuring regular monitoring. This helps the single leader and the performance and even health of the team and the organization.


Lawrason, S., Shaw, R. B., Turnnidge, J., & Côté, J. (2023). Characteristics of transformational leadership development programs: A scoping review. Evaluation and Program Planning, 101, 102354–102354.

Mergen, A., & Özbilgin, M. F. (2020). Understanding the Followers of Toxic Leaders: Toxic Illusio and Personal Uncertainty. International Journal of Management Reviews, 23(1), 45–63.

Morris, J. A. (2019). Understanding Coping Strategies and Behaviors of Employees Affected by Toxic Leadership. ScholarWorks.


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