A qualitative descriptive study on toxic leadership in military settings

Abstract:In the early 2000s, the study of toxic leadership gained significant attention, especially in military settings. However, there is a lack of in-depth understanding of the experiences of leaders and subordinates with different ranks, specialties, years of service, and genders working in a military context where toxic leadership was perceived as the predominant leadership style. This qualitative descriptive study explores toxic leadership in military settings using a broad literature review, semi-structured interviews, and thematic analysis. It captures the perception and experience of active-duty military personnel who have encountered toxic leadership. The study highlights the importance of recognizing toxic leadership and aims to raise awareness about the perceived effects of this toxicity on the well-being and performance of subordinates. This study uses the toxic triangle model of leadership ostracism and the leader’s member exchange theory. This study calls for a positive change in the organizations impacted by leader toxicity. By delving into participants’ experiences, the common patterns, themes, and variations in the perceived negative influence of toxic leadership on subordinates and the underlying factors contributing to toxicity are explored. The results provide valuable insights into personnel's subjective experiences, well-being, and performance outcomes. This calls for organizations to adopt healthier leadership practices and develop a culture promoting subordinates’ well-being and high performance. The findings also reflect recommendations of the military personnel to develop policies, training, and individual coping mechanisms that enhance personnel effectiveness and mental health.