Toxic Managers? How to Deal with Dysfunctional Managers

Toxic Managers? Understanding Dysfunctional Managers and How to Fix Them for a Healthy Workplace

What Are Dysfunctional Managers?

Not every manager can perform in their role effectively. Toxic managers—often referred to as dysfunctional managers—display negative behaviors that make them ineffective and, in many cases, could be harmful to the organization. According to Kaswan (2014), dysfunctional managers often suppress good ideas, create unhealthy work environments, and even push employees to leave.

Moreover, these dysfunctional behaviors may include a lack of sensitivity toward others, poor teamwork skills, failure to meet business objectives, and difficulty adapting to change. For example, a manager may be technically skilled yet abrasive, discouraging employees from contributing ideas. As a result, employee motivation declines, and relationships with both internal and external stakeholders weaken.

The Negative Impact of Dysfunctional Managers

The presence of dysfunctional managers can trigger and causing domino effect within organizations. Employees may feel undervalued, lose motivation, and experience higher levels of stress. In fact, research by Hogan & Kaiser (2005) found that dysfunctional leadership is often a leading cause of poor team performance and increased employee turnover. Consequently, innovation, which should be a growth driver, is frequently stifled under poor leadership styles.

Smart Ways to Handle Dysfunctional Managers

However, managers with challenging behaviors are not beyond repair. If they are valuable to the organization and willing to change, companies can provide targeted development programs. Kaswan (2014) highlights approaches such as assessments, training, and counseling. One well-known model is Individual Coaching for Effectiveness (ICE), which involves diagnosis, coaching, and tailored support activities based on the manager’s needs.

In such programs, psychologists or professional coaches play a crucial role in diagnosing issues, offering guidance, and helping design actionable plans. Moreover, studies show that managers who participate in programs like ICE improve their leadership skills and are less likely to be terminated.

Strong Managers, Stronger Teams

Organizations often prioritize training only for high-performing employees. Yet, offering development opportunities to dysfunctional managers can be equally strategic. Therefore, as Hogan & Kaiser (2005) emphasize, improving poor leadership behaviors can deliver significant positive outcomes, both for team performance and organizational culture.

References

Kaswan. (2014). Manajemen Sumber Daya Manusia untuk Keunggulan Bersaing Organisasi. Bandung: Graha Ilmu.
Hogan, R., & Kaiser, R. B. (2005). What We Know About Leadership. Review of General Psychology, 9(2), 169–180.

(SGN-NFR)