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I agree that toxic leadership works in direct opposition of inclusion and diversity. When a
leader possesses toxic leadership traits, they tend to blame others for mistakes, engage in
unethical practices, use followers as scapegoats and even fail to mentor or teach followers.
Essentially this behavior creates a negative environment where followers are less likely to
be engaged, less apt to share ideas with the team, and have adverse effect on employees.
Having worked in an environment such as this, a job I once enjoyed became a chore. I
showed up to keep things moving and earn a paycheck, but I kept to myself and didn't
speak out because I knew nothing would change. On one particular performance I brought
up a few items, even attached a document to the review and then we both signed it. When
it was sent to the Director's office for final signature, the supervisor removed that
document. It never made it into the review. My mistake was trusting it would be in the final
review. I learned I should have made mention of the document in the notes section. I felt
betrayed and ultimately found a new position away from the toxic leader.Fostering an
inclusive workplace requires communication, collaboration, leading by example. Admit
shortcomings and also provide an environment that everyone feels like they have an
opinion. Finally team members should feel valued.I think hiring followers with high levels
of achievement orientation would be better. Performance and effectiveness can be fostered
through mentoring over time. In a perfect world, leaders would want to hire someone with
all of these qualities.The Rocket Model shows us that with the right talent, mission,
resources, buy-in and norms you can achieve results- At the very foundation, it is important
to understand the mission and have the right talent to build on. However, buy-in is one of
the most important pieces. When a leader achieves buy-in, it is effectively stating that the
team trusts the leader and other followers, but also comfortable to share ideas and
collaborate with one another. He or she feels like they are part of a functioning unit. I
would argue toxic leadership works in direct opposition to diversity and inclusion practices.
To foster inclusive environments, diverse opinions need to be heard. Toxic leaders tend to
be narcissistic and think they know better than others. With this in mind, it is critical
organizations that are committed to diversity and inclusion hire the right leaders and
provide them with strong training to increase their ability to lead in an inclusive manner.
Getting both elements right puts you at a significant competitive advantage. To survive and
thrive in the future, organizations need to do more than simply diversify their talent pools.
An inclusive workplace is important for organisations to achieve desired outcomes. It
provides a harmonious work environment where employees have mutual respect and
appreciation for one another, come together to leverage their diverse experiences and
knowledge to co-create solutions. Some of the benefits of inclusion for children with (or
without) disabilities are friendship skills, peer models, problem solving skills, positive self-
image, and respect for others. This can trickle down to their families as well, teaching
parents and families to be more accepting of differences. Invest in leadership development:
Hold toxic leaders accountable for their behavior. Make it clear that other, less non-toxic
leaders, can and will replace them if they don't change their ways. Offer coaching and other
behavior change resources for those willing to improve. To achieve high-performing teams
you must treat them as individual people. Leaders of engaged work teams create shared
goals, align goals with individual skills and aspirations, establish fair measures, delegate
responsibility and authority, and reward individual contributions. The Rocket Model is a
framework and set of tools for boosting team performance. It can be used to diagnose team
dynamics, and to provide leaders with specific tools and activities to improve team
performance.
Yes, I agree with the author that toxic leadership works in direct opposition to diversity and
inclusion. On an organizational level, according to Kinicki (2021), creating a climate of
psychological safety among teams encourages individuals “to speak up and present their
ideas and less likely to take disagreements personally.” So, this type of atmosphere
produces more team creativity, diversity, and inclusion. However, toxic leadership is more
of a hierarchy or bureaucratic type of leadership where control is the strategy and negates
the idea that your voice matters. So, I believe setting up relationships of trust and cohesion
will allow individuals to feel more comfortable expressing themselves and sharing ideas
that will help better teams and the organization.It would be ideal to hire all achievement-
oriented followers. However, the reality is we do not all have the same educational
background nor were born with that “fire in the belly” as mentioned by Hughes (2022). So,
I believe designing work activities to improve autonomy, mastery, and meaning is more
important. Plus, achievement-oriented followers are more likely to be disengaged whereas
teamwork yields more creativity and productivity.I feel the Rocket Model boils down to
purpose, teamwork, credibility, and accountability that yield great results. By using the
Rocket Model to diminish potential toxic leadership and create high-performing teams,
organizations need to implement missions for what they are trying to accomplish after
bringing awareness. They need to set up norms or rules and make sure individuals are
committed, engaged, and credible to reach the best results. At the same time, make sure all
necessary resources (time, funds, facilities, etc.,) are accessible. I totally agree that toxic
leadership works against diversity and inclusion practice. It does have a negative impact on
followers and organizations as the author stated as well. I agree because a toxic leader is
selfish, abuse power, does not listen to feedback, and the list goes on. All of those traits
have an impact on everyone that works with the leader. Others can be motivated to be more
inclusive in the workplace by listening to employees, good communication, and creating an
inclusive work environment. You don't want anyone to feel left out. For me, designing
work activities to improve autonomy, mastery, and meaning is more important. I believe
those are more important because you can kind of control how things are ran because you
are teaching and doing activities to portray how you want your work environment. Using
the Rocket Model, changes that an organization can make to diminish the potential for toxic
leadership and create high-performing teams are to focus on the positives to avoid having a
negative impact on the organization. Make sure everyone is on the same page and know
employees strong parts. Just overall knowing how each other operate and what they are
good at and what they aren't. After reading the authors topic I would have to agree that
toxic leadership works against diversity and inclusion practices. A toxic leadership style
doesn’t focus on the people and without the people you can’t be successful. You have be
able to communicate with your team in a way that makes them feel heard and appreciated.
They need to know that their voice counts.
I think you can motivate people by being an engaged and active leader. People have a
tendency to follow their leaders and perform based on their actions and expectations. If you
are a leader that isn’t involved, the your team is not going to be engaged and as a result
everyone fails.
I believe that designing work activities to improve autonomy, mastery, and meaning is more
important. If you hire high achievers, but you aren’t a good leader, the team will fail. With
good leadership you can make anyone a high achiever. I have seen first hand how effective
a team can become with good leadership as well as how quickly a team can become
disinterested with bad leadership. After reading the authors topic in my opinion I would
have to agree that toxic leadership works against diversity and inclusion practices. The
thing that sticks out to me is the word “toxic” meaning poisonous, very harmful, or
unpleasant. For example, toxic leaders do not show any empathy, does not care about team,
or boosting organization morale, and provide negative impacts towards their employees
causing an uncomfortable environment. Several other follow-on factors will be affected
from this type of leadership style.You can always think back to when you were a follower
because we were all followers at some point in our life. I would say that leading by
example and from the front will assist in motivating others to be more inclusive in the
workplace. Also, include your peers and teams in decision-making when changes that will
affect the team. Understanding your team and having empathy will help and never ask
anyone to do anything that you’re not willing to do. When it comes down to fostering an
inclusive workplace, I feel the most important thing is designing work activities to improve
autonomy, mastery, and meaning. Instill in your team members to speak up when changes
arise that will overall affect their team so adjustments can be made. If your team know that
their word can be heard, and leaders will listen will make a better high-performing team to
accomplish the overall task. Building a team that has aspirations to grow is promising for
the future.Organizations can use the eight components of the Rocket Model to change the
potential toxic leadership and create better performing teams. The most important thing is
to identify the situation and all the constituencies affecting the team and not assume. They
best thing is to share information to make sure everyone is on the same page about the
challenge that are affecting the team. Then, move forward to ensure the mission is clear and
define what the team is trying to accomplish. You must identify you have the right people
on board, define the rules, get the team to buy-in, have the resources, courage and enjoy the
results and winning spirit. After reading this week's readings I do agree with the author that
toxic leadership works in direct opposition to diversity and inclusion practices in the
workplace. I agree because toxic leadership creates an uncomfortable and hostile work
environment. Toxic leaders do not respect their team's opinions or input. This will cause
low morale and frustration, and block creative thinking among team members. More
importantly, it will cause team members to be less motivated and unmotivated team
members have low production and unacceptable performance.Motivating others can often
be a difficult task, however, it is do-able. Creating a safe space allows team members to
provide and receive feedback. To listen to the needs and desires of team members and make
adjustments that will benefit everyone involved. Always give constructive criticism and
reward accomplishments. Designing a work environment to improve autonomy, mastery,
and meaning is more important to performance and effectiveness. Doing this gives team
members a sense of empowerment over what has been learned. Using the Rocket Model,
organizations can diminish the potential for toxic leadership and create high-performing
teams by providing a model of team effectiveness that provides prescriptive and diagnostic
advice. The Rocket Model tells leaders what steps to take and when to take those steps
when building new teams. It can also be used to help leaders understand where existing
teams are falling short and what must be done to get them back on track.
Reference
Kinicki, A. (2021). Organizational Behavior: Practical, problem-solving approach (3rd ed.).
McGraw-Hill Education.
Hughes, R. (2022). Leadership: Enhancing the lessons of experience (10th ed.). McGraw-
Hill Education.Refere
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