Intervention Strategy (Managing the Toxic Leader)

By their very nature, nursing work settings are stressful. The work that nurses do around

the world involves a variety of tasks and difficult, often upsetting, work conditions. In nursing

administration, toxic leadership turns into a significant issue. Its toxicity hinders the

advancement of the nursing staff and generates a difficult working condition that negatively

impact the nursing staff's dedication to the patient population organization. Although toxic

leadership is growing more and more common in nursing, there is very little evidence of the

various characteristics that encourage toxic leadership behavior in nurse managers in the

literature.

Unfortunately, because of the immense pressure on the job, the possibility that the

workplace will be or is quite high and is harmful. Nurses are disturbed by workplace bullying, a

significant issue in healthcare settings. This negative behavior has an adverse effect on the

standard of living since it fosters an unhealthy work environment and interferes with

performance patient care. According to a poll conducted in 2016 (Keller et al., 2016), 66% of

nurses having been the victim of, or at least seen bullying by, other medical professionals. Being

a foundational element of occupational loss is a result of stress and a hazardous work

environment in nursing. Lack of motivation, constrained productivity, elevated clinical errors,

occupational accidents, burnout, and turnover (Dellasega & Volpe, 2013), all of which alone or

collectively have a negative effect on patient treatment (Johnston et al., 2013; Park & Kim SY

2013).

Toxicity can happen in medical facilities at individual and structural levels. toxicity

within the building level shows something when teams stop working together. Organizational

communication systems frequently fail. Unrealistic objectives are set, and severe internal it's
encouraged to compete (Weberg, 2019). It occurs when people halt at the individual level.

Speaking up, you may run into passive and blaming societies, conflict, the dissemination of false

information, failure to meet objectives, squander leadership expectations, and when average low

levels of incentive are given for performance integrity (Mehta & Maheshwari, 2013).

Deviant behaviors in a leader might seem like self-promotion, abusive management,

unpredictable behavior, authoritarianism, and narcissism. When promoting oneself, the leader

prioritizes his goals and works to reduce employees threats and blames them for his failure

abusive management refers to a negative action that employees engage in when they feel verbal

or nonverbal hostility displayed by managers gaining and maintaining control throughout

individuals (Liu et al., 2019). Unpredictability is a deviation from normal behavior. A

leadership's mood and actions were unstable, which had an impact on work environment (Ozer et

al., 2017). Narcissism is a grandiose behavior that incorporates excessive self-assurance, self-

indulgence, low self-esteem, and occasionally, there is animosity (O'Boyle et al., 2013). Finally,

an authoritarian leader must continuously exercise control over decision-making that is arbitrary

and exclusive, and triumph against opponents (Zhang & Xie, 2017).

The damaging effects of these dysfunctional behaviors on the staff nurses and the

organization's well-being, affecting both productivity and job performance that compromises its

objectives and standing (Fahie, 2019; Boddy & Croft, 2016). Additionally, declining employee

satisfaction enhancing devotion, creativity, and motivation stress at work and instability (Burns,

2017; Akca, 2017). The nurses who work with this kind of supervisor feel like they are forced,

grow angrier, more frustrated, and resist. Conflict is predictable under this leader (Bhandarker &

Rai, 2019; Schyns & Schilling, 2013, Murray, 2019).

 A brawl is described as a conflict where there are differences in the requirements, views,

or preferences of two or more behavior (Hube, 2018). Nursing professionals may employ a

variety of conflict management techniques (Avgar, 2016), nursing personnel may engage in

losing practice to stay away from the toxicity of the leader or adopt an accommodative approach

by giving up their own requirements to resolve disputes and meet the leaders require (Karatuna,

2015; Obied & Sayed 2013).

The collaborative method can be used by nurses in different scenarios when they believe

that a poisonous boss values their opinions. They work together to develop a satisfactory answer.

(Moisoglou et al., 2014). Moreover, the compromising manner when each battle concedes

something, could be valuable, and sharing takes place to reach a consensus, but in a competitive

approach, one side pursues victory at the expense of others (Abudahi 2012; Mohammed &

Yousef 2014). Unsuccessful conflict resolution raises stress, degrades nursing care quality,

lowers job satisfaction, and decreases organization-harming organizational commitment (Kantek

& Kayla, 2007; Abdi, 2012).

Coping mechanisms are the precise behavioral techniques that people use to control, put

up with, lessen, or minimize stressful situations. It is said that subordinates attempt to deal with

the poisonous leadership increased tension and negative feelings because of poor or toxic

leadership through using a few coping mechanisms include assertive, avoidant, and adaptive

ones (Krischer et al., 2010; Webster et al., 2016) Additionally, subordinates employ forceful

coping techniques dealing with toxic leaders directly, such as reporting the toxic traits, the

leader's actions and misconduct to higher authorities. There is a perceived risk of punishment

from both the leader and peers before a worker complains to a higher administration about the

leader's poisonous conduct (Keenan, 2002). The second strategy for dealing with toxic leadership
is applied in this situation. where staff members have the option to either adjust or keep quiet and

ignore problems toward the traits and deeds of poisonous leaders. This coping method falls under

the heading of flexible coping.

Lastly, it has been discovered that workers typically strike a compromise between

perceived unfair actions of avoiding or interacting with such toxic leaders as little as possible

leader (Lubit, 2004). (Lubit, 2004). Withholding is a type of either intentional or passive

avoidance behavior information, failing to communicate business possibilities or challenges to

the leader, and failing to assist causing problems for other coworkers and the business (Thau et

al., 2009; Tripp et al., 2002). The reason for using this strategy to deal with something like a

toxic leader is that, although employees who work under toxic bosses feel like victims and lose

power over circumstances. They discover methods to feel in control, even if only temporarily in

a vindictive and destructive manner.

Toxic leaders frequently give immediate outcomes, but they put their subordinates

through hardship. An essential conclusion suggest that businesses should be aware of and prior

to praising toxic leaders, carefully evaluate their performance. Aside from that organizations

should also create systems for anonymous whistleblowers, such that toxic leaders might have

their wrongdoings exposed by their subordinates. If subordinates do so covertly, toxic bosses'

whims and fancies, it is harmful for both subordinates and organizational effectiveness.

Additionally, passive coping mechanisms like keeping a distance, avoiding dialogue and, more

crucially, suppressing information that is organizationally pertinent. The information that leaders

provide can directly and negatively affect both employees and organizational effectiveness.

Additionally, it results in the creation of a hazardous workplace that leads to a vicious circle of

discouragement and misbehavior throughout the entire organization. The reduction of employee
complaints may be facilitated by institutionalizing official HR procedures the harmful outcomes

of toxic leadership. Having such leaders within the organization especially at extremely top

levels, can foster a sycophantic culture where individuals act in an attempting to establish a

rapport with persons in positions of authority could result in becoming a general undermine

cooperation and teamwork. These are a few of the elements that prevent a company from

achieving its greatest potential.

The type and level of stress involved in nursing work carries render nursing employees

exposed and therefore a prime target for toxins at work. Nursing staff are negatively impacted by

unhealthy work undercurrents, whether they are the conductor or even the victim. the general

mood, effectiveness, safety, and patients. The effects of a hazardous workplace are felt by the

employees themselves the duty of the nursing executive is to ensure a reliable, healthy, loving,

and supportive working conditions. Managers in healthcare are urged to recognize the following

to do this and restrict any unhealthy or contagious behavior found.

Toxic managers don't save the company money; instead, they make it spend money on

hiring costs. They have contagious, cumulative consequences that are detrimental to the

individual, the unit, and the organization. Nursing leaders are able to end this poisonous work

atmosphere and establish safe working conditions for nurses. There is no lack of outstanding

nursing leaders, but we require them to guide and mentor new nurse managers in order to help

eradicate toxic habits. Let's get rid of bad management, give nursing staff more power, and

develop leaders who the future wave of nurses can look up to.