WGU C203 – Task 2, Organization and Leadership Evaluation
|Latest Update with Complete Solution
C203 - Task 2
Organization and Leadership Evaluation
Grace Dula, #001258909
Western Governors University
Table of Contents
Introduction 3
Toxic Leadership Behaviors: 3
Influence of Toxic Leadership Behaviors 3
Ethical Consequences of Toxic Leadership Behaviors 5
Actionable Recommendations: 6
Preventing Negative Consequences and Improving Development 6
Positive Leadership Behavior and Organizational Goals 7
Negative Leadership Behaviors and Organizational Goals 8
References 9
, Introduction
In the following reading, toxic leadership behaviors will be evaluated, and the
consequences of the behaviors on the leader and organization. Recommendations for an
actionable plan will be suggested to prevent the consequences of toxic leadership behaviors. The
recommendations and action plan will also reflect a positive uplift in organizational culture. In
conclusion, the evaluation will showcase an analysis of power and influence, providing insight
into attaining beneficial or detrimental organizational objectives.
Toxic Leadership Behaviors
Toxic leaders can be described as abusing one’s position, power, and influence. Leaders
who place an organization in upheaval, disarray, and confusion due to exploiting the position
negatively impact the leader-follower relationships. The results of the negative behaviors can be
seen in high turnover, high absenteeism, low performance and innovation, and diminished
morale.
Influence of Toxic Leadership Behaviors
A toxic behavior demonstrated by leaders is discrimination. Discriminatory behavior can
be described as a behavior that is embedded in bias and prevents diversity. Discriminatory
leaders surround themselves with like-minded individuals who will provide the leaders with the
answers they want to hear instead of what is best for the organization. Also, this type of leader
exhibits prejudicial or unfair behaviors towards groups or individuals based on race, sex, age, or
other factors outside of what the leader believes. An illustration of such behavior witnessed in the
retail industry is upward mobility. There was an open position for a mid-level management
position; three women applied, and three men, most of whom were qualified internal candidates
with the knowledge, skills, and abilities to step into the position. In the last rounds of
interviewing, the candidates were female and two males; the female had more experience
and tenure, and one of the male candidates was older. The deciding leader believes that the
female candidate's skills are unrelatable in leading confidently to reach organizational outcomes,
even though she has held the applying position temporarily and exceeded organizational goals.
Also, the older male candidate is considered inapt, demonstrating outdated thinking, and should
retire. The younger two men were offered the position, and the deciding leader wanted an
energetic male who could keep pace with the position. Discrimination based on age and gender
can harm organizational culture and leadership. Concerning the older male and female internal
candidate, their tenure provides valuable insight into organizational objectives and processes.
Suppose both candidates feel discriminated against due to their age and skills. In that case, they
will continue in their current role, understanding the direction and outcomes of the organization.
Still, they may withhold valuable insights and not support the new leadership. The leader has
alienated two qualified internal team members, lost respect and support, and will no longer
perform to the best of their abilities to support leadership’s success.
|Latest Update with Complete Solution
C203 - Task 2
Organization and Leadership Evaluation
Grace Dula, #001258909
Western Governors University
Table of Contents
Introduction 3
Toxic Leadership Behaviors: 3
Influence of Toxic Leadership Behaviors 3
Ethical Consequences of Toxic Leadership Behaviors 5
Actionable Recommendations: 6
Preventing Negative Consequences and Improving Development 6
Positive Leadership Behavior and Organizational Goals 7
Negative Leadership Behaviors and Organizational Goals 8
References 9
, Introduction
In the following reading, toxic leadership behaviors will be evaluated, and the
consequences of the behaviors on the leader and organization. Recommendations for an
actionable plan will be suggested to prevent the consequences of toxic leadership behaviors. The
recommendations and action plan will also reflect a positive uplift in organizational culture. In
conclusion, the evaluation will showcase an analysis of power and influence, providing insight
into attaining beneficial or detrimental organizational objectives.
Toxic Leadership Behaviors
Toxic leaders can be described as abusing one’s position, power, and influence. Leaders
who place an organization in upheaval, disarray, and confusion due to exploiting the position
negatively impact the leader-follower relationships. The results of the negative behaviors can be
seen in high turnover, high absenteeism, low performance and innovation, and diminished
morale.
Influence of Toxic Leadership Behaviors
A toxic behavior demonstrated by leaders is discrimination. Discriminatory behavior can
be described as a behavior that is embedded in bias and prevents diversity. Discriminatory
leaders surround themselves with like-minded individuals who will provide the leaders with the
answers they want to hear instead of what is best for the organization. Also, this type of leader
exhibits prejudicial or unfair behaviors towards groups or individuals based on race, sex, age, or
other factors outside of what the leader believes. An illustration of such behavior witnessed in the
retail industry is upward mobility. There was an open position for a mid-level management
position; three women applied, and three men, most of whom were qualified internal candidates
with the knowledge, skills, and abilities to step into the position. In the last rounds of
interviewing, the candidates were female and two males; the female had more experience
and tenure, and one of the male candidates was older. The deciding leader believes that the
female candidate's skills are unrelatable in leading confidently to reach organizational outcomes,
even though she has held the applying position temporarily and exceeded organizational goals.
Also, the older male candidate is considered inapt, demonstrating outdated thinking, and should
retire. The younger two men were offered the position, and the deciding leader wanted an
energetic male who could keep pace with the position. Discrimination based on age and gender
can harm organizational culture and leadership. Concerning the older male and female internal
candidate, their tenure provides valuable insight into organizational objectives and processes.
Suppose both candidates feel discriminated against due to their age and skills. In that case, they
will continue in their current role, understanding the direction and outcomes of the organization.
Still, they may withhold valuable insights and not support the new leadership. The leader has
alienated two qualified internal team members, lost respect and support, and will no longer
perform to the best of their abilities to support leadership’s success.
