I do agree with the author that toxic leadership works in direct opposition because toxic
leaderships creates a toxic environment that may silence members of the workplace or
simply make them uncomfortable to be around the leaders that show toxic behaviors . I
personally can vouch that having toxic leadership affects your workplaces morale and
success in goals trying to be attained. When it comes to fostering inclusivity I think its
more important to have designated work activities that can challenge and help our
performance and effectiveness within our groups. I would have to say that mission and
alignment would make the best changes to diminish to toxicity in workplace. Mission
would include 100% participation to have an aligned goal to making changes in the
workplace to improve effectiveness and performance, In my experiences with toxic
leadership I find best to do with our leadership chain what we call an "assimilation" to
gather of the team members under the leadership and where we can openly disclose any
issues within our workplace without having said toxic leader there to hear to avoid
retaliation or anyone feeling uncomfortable. Yes I do agree that if a leader is toxic it
will effect how the employees act. And how they preform there job if the leader is
causing a lot of issues it’s safe to say that no one will be doing there job. There are
many different ways to motivate other people. You could simply motivate someone just
by telling them they are doing a good job or there works looks nice. When you do
simple things like that it makes the person want to continue doing a good job so they
will continue to get praised for doing something right. This will motivate the person to
keep working hard. There are many different things that a company can do if they have
toxic leadership. You could get rid of the leader that is causing the problems. You can
sit down and talk to the toxic person and let them know that what they are doing is not
okay and is causing a problem for the work place. There are many different approaches
you can take when dealing with a toxic person. Toxic leadership is a direct counter to
diversity and inclusion because toxic leadership is the absence of opportunity and only
serves to create exclusion. Toxic leadership will favor nepotism, narcissistic tendency,
control over freedom, and clique formations. It'll validate conflict over collaboration.To
me the primary method to motivate inclusion and diversity is by answering the next
part, (what to me is a priority in creating diversity and inclusion within
performance/effectiveness) encouraging freedom, mastery and meaning in their work.
People engaged in active learning are more likely to be open to new experiences and
people. Those who can find meaning in what they do naturally want to share that
feeling with others. Those allowed freedom in their work are more likely to want to
approach others of their own accord.I think the primary way the rocket model can
remove the potential of toxic leadership through alignment. If everyone is agreed and in
line with a singular purpose or goal it becomes much more difficult to act against the
unity that has formed amongst the team or organization. Yes it does. Toxic leadership is
a direct counter to diversity and inclusion practices. Diversity and inclusion practices
will involve building equitable opportunities and placing value to having people of
different backgrounds, age groups, ethnicities etc together for a greater good or
collaborative effort.My career coach always says "different doesn't mean wrong, there's
more that binds us than what separates us". You can motivate others to be more
inclusive in the workplace by having or creating open dialogue, breaking barriers and
avoid prejudice, stereotypes and preconceptions that are built around bias. When you
bring talent to the table by hiring a diverse group of people, you build trust and value
to why they were hired. The right talent will promote creative thinking, analytical
thinking and mastery. The Rocket Model is a great tool for building a best performing
team. This model will align why we support the same mission, provide resources for
everyone to support and build the team as well. This model will also diminish the
potential for toxic leadership by holding leaders accountable so that there's 'buy-in' and
everyone from the leader down is committed to the success of the team or the project.
After reading the article I can agree that direct opposition to diversity and in inclusion
practices do a fact the workplace. If a leader gives off a negative impression of
themselves and towards the other employees it does often received giving back. It is
proven that very often that if the environment is negative the feedback and effort put in
is also negative. I think if you motivate yourself to be positive in your leadership skills
I think that positivity will rub off on other employees and overall in the work
environment. When it comes to a positive and work environment the performance levels
usually are higher which will follow in effectiveness and finishing the goals. It has been
shown that if we are happier in our work environment and with the people around us
we are more likely to work harder towards the end goal. So in the fact that the
environment is negative the outcome will also be negative. After reading "The Anthesis
to Diversity and Inclusion" article by Stephanie Hinshaw, I think about past bosses and
organizations I use to work for. Toxic leadership can destroy a company and make a
workplace a toxic cesspool to come into everyday. Toxic leadership work completely in
opposition to the principles of a healthy organizations diversity and inclusion practices.
There are a wide array of way to motivate and include others in ideas and changes that
happen everyday at the workplace. At my work my managers come to us to get our
thoughts on new changes before pushing it into effect. This allows us to give
constructive feedback on positives and negative's of the changes and allows us to
prepare for the changes that will ultimately impact us as the workers. We also attend
High Performance Work Operations "HPWO" meeting to come up with solutions to
problems we are seeing and share feedback with the rest of the cross functional teams.
We have seen large improvements with hiring workers that may not have a lot of
experience but they have a good attitude and are willing to learn how to do things the
right way with our organization rather hiring someone with 20 years of experience and
has a bad attitude and is unwilling to break bad habits and learn the we that we do
things. I think the mission, talent, and courage sections of The Rocket model can help
diminish the potential of toxic leadership. If everyone agrees on the mission together
you have a large amount of people all working together to accomplish the same goal.
Having the right talent for both leaders and followers is important to keep each other in
check. Lastly courage is very important to have in addressing problems and downfalls of
poor management and leaders. By addressing the problems head on before they become
toxic is key to preventing the spread and collateral damage. After reading the article
"Toxic Leadership: The Antithesis to Diversity and Inclusion", I completely agree that
toxic leadership works in direct opposition to diversity and inclusion practices. The
negative traits and negative environment stop the ability to have individuals be engaged
or diverse in opinions and options.
The beauty of diversity in a work environment is having the option to realize everyone
has a unique style of communication and thought process. Allowing each individual to
have the ability to express themselves not only promotes individual growth, but it also
inhibits innovation. In my role as management, I have to be very open minded when it
comes to hiring the right candidate. With the pandemic things changed immensely. It
went from being able to be picky on the candidates you interview, choosing the right
person based off their experience to being open minded and now choosing the person
who might not have the background but is willing and able to be trained. I honestly
prefer this over the past. I enjoy seeing an individual flourish. I am big believer in
development through training courses and on-hands training. These activities help them
find meaning in their role as well as their career development.
Organizations can utilize the Rocket model to diminish toxic leadership by ensuring
there is a unified mission statement that models diversity and inclusion. Top
Management should be vigilant of those leaders who are toxic by doing constant check-
ins with departments and ensuring that toxic leadership doesn't continue within the
organization. I will state that toxic leadership works in direct opposition to diversity and
inclusion practices. Leaders are promoted in organizations to teach and share positive
experiences with followers. A toxic leader will display traits that are unbecoming of
management. Blaming others, not taking responsibility for errors, and disrupting
workplace environments, are a few ways to display their narcissism. Leaders with these
tendencies detract from teaching others about the importance of diversity and inclusion
in the workplace. The successful leader will omit negativity to showcase diversity and
inclusion practices. Creating and using tools to engage, teach staff of the benefits of
inclusion, will help motivate followers. Rewarding performance and inclusion of
decision-making efforts will also motivate staff to believe in an inclusive workplace
environment. Fostering an inclusive workplace takes a great deal of effort. Performance
and effectiveness is taught at a level by leaders. Recruiting and hiring staff to share
responsibilities, will become a valuable tool to create an inclusive workplace. I believe
you benefit from hiring followers with high levels of achievement orientation and
designing work activities to promote autonomy, mastery, and meaning. It takes a group
effort to improve skills and enhance workplace environments of inclusiveness.
Companies can use components of the Rocket model to make positive changes to
diminish toxic leadership. It can begin by defining the company mission to everyone,
especially new staff members. This will define what the company expects employees to
use to create high-performing teams Knowledge of rules to abide by for immediate
success. Taking an active role and commit to learning and using all available resources
to become successful. After reading the article about toxic leadership, I can conclude
that toxic leadership works in direct opposition to diversity and inclusion practices
because the negative traits both attract the same behaviors and do not allow for positive
interactions. I can motivate others to be more inclusive in the workplace by displaying
inclusive behaviors such as positive reinforcements, being an example in the workplace,
and leading my group in a way that promotes positive outcomes. When it comes to
fostering an inclusive workplace, I think designing work activities to improve autonomy,
mastery, and meaning brings about high performance and effectiveness. A workplace
that focuses on the job position and develops a job for employees to gain just as much
as the company gains will have lower turn around rates and higher productivity rates.
These workplaces find a median between what the company needs and what the
employer needs. Using the rocket model an organization can set a standard at the
workplace on how to act and what kind of behaviors and attitudes are accepted. Another
change that an organization can make to create-high performing teams is to hire staff
that are capable leaders as they will set the tone for future workers. Inclusivity takes
practice. You’ll get there by giving your employees a voice, learning to listen, and
discovering who they are. Without psychological safety, people won’t risk being
themselves at work. They may show up to meetings, but they’ll sit quietly, feeling they
aren’t truly welcome or wanted. They’ll be afraid to actively contribute or share
opinions that differ from the majority. Before your employees can trust you, you must
demonstrate your trust in them. Treat them like adults capable of managing their time,
not like suspect adolescents. Invite all team members to share their opinions. Own up to
your errors, and encourage others to do the same, making it clear that mistakes are
inevitable and human. Embracing vulnerability will make your employees feel
psychologically safe. For instance, business leaders might believe they’ve adopted an
inclusive mindset just because they encourage maternity leave and offer a nursing room.
Meanwhile, they’re sustaining antiquated parenting conventions that minimize the roles
of fathers and other caretakers. I would agree that toxic leadership absolutely works in
direct opposition to diversity and inclusion practices. There are many reasons I agree
with the author, Stephnie Hinshaw, Ed. D. First, and perhaps most important is that in
order to be a good leader, you must first be able to follow, toxic leaders lean too close
to narcissistic tendencies, or are fully narcissistic which would make it virtually
impossible for them to ever follow because they already know everything.
A way to motivate others to be more inclusive in a professional setting is education. In
terms of diversity and inclusion, ignorance is the enemy of bliss.
Fostering an inclusive workplace should include a balance of both hiring followers with
high levels of achievement orientation and designing work activities to improve
autonomy, mastery, and meaning because in order to get better at something you must
first be taught and given the opportunity to learn, but you also need those who are able
to teach others. That's where hiring nothing but followers could cause a potential issue.
If you hire nothing but followers then who will lead?
The Rocket Model is a set of tools, or blueprint designed to boost the performance of a
team by analyzing a team, discovering issues within the dynamic of the team, and
providing the team's leaders with beneficial activities and tools specific to that team in
order to help guide the team towards improved performance while eliminating toxic
leadership and raising awareness to diversity and inclusion.
