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Toxic Leaders and Tough Bosses: Organizational Guardrails to Keep High Performers on Track
About this book Toxic work culture is driving away 1 in 5 employees at an annual cost of US $44.6 billion to American organizations. Yet ironically, toxic leaders often achieve stellar financial profits, continue to get promoted and remain in their leadership roles. In Toxic Leaders and Tough Bosses – Organizational Guardrails to Keep High Performers on Track, employment law attorney Teresa A. Daniel JD, PhD, draws upon numerous studies and interviews to show the real, devastating impact of toxic workplace culture and why leaders must care. This book discusses what signs to look out for in a toxic workplace, factors that promote toxic behavior, types of leaders and how…
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Your Employees Are Not Criminals . . . So Why Treat Them That Way?
Teresa A Daniel, JD, PhD Dean & Professor-Human Resource Leadership Program at Sullivan University Originally published on linkedIn Every company has work rules and expected standards of conduct. Unfortunately, employees do not always live up to those standards resulting in a unilateral decision to part ways. Adding to the stress and emotion that an employee is likely to feel when notified of the termination decision, all too often employers also put them through a somewhat barbaric and humiliating “walk of shame”. You know what I am talking about (and no, it is not the morning after a college fraternity party). You have likely seen it happen at work or even…
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WKYT Kentucky TV: Dr. Teresa Daniel on Workplace Bullying
WKYT Kentucky TV interviews Dr. Teresa Daniel on Workplace Bullying
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WHAS11 TV: Dr. Teresa Daniel, Workplace Bullying Interview
Dr. Earlier this week WHAS11 News interviewed Sullivan University’s Dr. Teresa Daniel about her recent contribution to an article about workplace bullying in Redbook Magazine. Dr. Daniel is the Dean of the Human Resource Leadership Program and expert in workplace bullying. Find more about our Human Resource Leadership program here: https://sullivan.edu/hr-leadership-rfi/ alternate
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Sullivan University dean recognized as thought leader on workplace bullying
Dr. Teresa Daniel is recognized for her work on workplace bullying. Sullivan University dean recognized as thought leader on workplace bullying “It’s important for women to know that they don’t have to take it anymore,” Dr. Daniel, who is also an employment lawyer, says in the article. “I think the changes we are seeing with respect to sexual harassment after the #MeToo movement are going to spill over.” “Women are becoming more vocal because for the first time they have some confidence that they will be believed,” she said. “The atmosphere is changing, and corporations will hopefully realize they can’t tolerate any kind of bad behavior at work and will…
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Redbook Magazine Quotes Daniel: Women Need to Know They Don’t Have to Take Bullying in the Workplace
Women Need to Know They Don’t Have to Take Bullying in the Workplace Namie is skeptical of HR’s ability to broker change, and Teresa A. Daniel, Ph.D., an employment lawyer and dean of the Human Resource Leadership Program at Sullivan University in Louisville, Kentucky, agrees that going to HR can make things worse — and has in many cases. Nonetheless, she argues that it is the first step: “HR can be a great resource, but it depends on the culture of the organization. At organizations that say, ‘We treat everybody with respect and won’t allow this kind of interaction to stand,’ bullies end up either getting fired or quitting.” If…
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Toxic Leadership in Context
A sizeable body of research and other literature has been developing about toxic leadership and workplace bullying. Our earlier work found distinctions between tough bosses and true bullies in the workplace. A later study showed that military officers were able to clearly identify differences between tough but effective leaders, and toxic leaders. That work was extended into the organizational climates which seem to promote toxic leaders and bullies. Other colleagues have explored potentials for changes in bullying behavior through executive coaching interventions, noting that some executives simply lack awareness of their behaviors, or the effects on those around them. The focus of this paper is the synthesis of earlier findings,…
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Are You a Toxic Leader or Just a Tough Boss?
By Teresa A. Daniel, JD, PhD and Gary S. Metcalf, PhD As scholar-practitioners, this question has consumed our research agenda for the past several years. In an attempt to find answers, we have completed studies both in the corporate sector [i] and in a military environment (in this case, the U.S. Army). [ii] But what is it that toxic leaders do and why, you might be asking, should anyone care? Isn’t this just the newest buzzword in a long line of “hot” topics? Toxic Leaders—Who They Are and What They Do Whether they are labeled as toxic leaders (in a military context) or workplace bullies (in a corporate environment), they…
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Caught in the Cross Fire—When HR Practitioners Become Targets of Bullying
Recent studies about the prevalence of workplace bullying have confirmed that between 27 percent and 35 percent of employees in the United States report that they have been the target of bullying at work. Although there are several studies of bullying among US employees at large, there are only a few that examine bullying and its impact among HR professionals. The most recent study found that 36 percent of the 526 practitioners responding to a LinkedIn poll reported that they had been bullied at work. In addition, a study conducted in 2008 reported a prevalence rate among HR practitioners of 80 percent. Of the 102 HR professionals completing the study,…
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Workplace Bullying in American Organizations
For nearly two decades now, management experts, scholars, practitioners, and authors of popular business books have urged American employers to treat their employees with respect, engage in open dialogue, eliminate fear, and encourage employee input and feedback. At the same time, employers have also been encouraged to lead their organizations toward the creation of a fair and respectful culture—one that includes fairness, civility, and dignity for the employees who work there through effective leadership, employment policies, benefit programs, internal communication, and the like (Daniel & Metcalf, 2001; Daniel, 2003a, Daniel, 2003b; Daniel, 2006; Daniel, 2009b; Deming, 1982, 2000; Drucker, 1992; Goldsmith et al., 2003; Hartling & Sparks, 2002; Hornstein, 1996,…