Toxic leaders work to promote themselves at the expense of their subordinates, and usually do so without considering long-term ramifications to their subordinates, their unit, and the Army profession. One in five Army leaders who responded to the CASAL 2010 survey suggested that they work for a toxic leader.
-Why do we allow toxic leadership to occur?
-Who do you think is responsible for fixing a toxic leader environment?
-What are some useful strategies for correcting this behavior before it becomes a problem?
If you’d like to respond anonymously instead of blogging you may also write us at:
Center for Army Leadership, LRADD
C/O Constructive & Toxic Leadership Research
290 Stimson Ave, Unit 4
Fort Leavenworth, KS 66027-1293
Please note: CAL will not identify anyone and will not investigate claims,but rather is trying to examine patterns from the aggregate information. If there are any significant issues please use the official Army channels provided to you such as: CoC, EEO, IG, etc. All data are considered for research purposes only.