tag:theconversation.com,2011:/ca/topics/organizational-leadership-98166/articlesOrganizational leadership – The Conversation2022-12-12T21:46:34Ztag:theconversation.com,2011:article/1955202022-12-12T21:46:34Z2022-12-12T21:46:34ZElon Musk’s archaic management style prioritizes profit over people<figure><img src="https://images.theconversation.com/files/500090/original/file-20221209-40753-65pkn0.jpg?ixlib=rb-1.1.0&rect=9%2C0%2C3109%2C2093&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Elon Musk's cold, impersonal approach to management treats employees like cogs in a machine instead of human beings.</span> <span class="attribution"><span class="source">(Patrick Pleul/Pool via AP)</span></span></figcaption></figure><p>Elon Musk’s acquisition of Twitter has been rocky, to say the least. Since <a href="https://www.bbc.com/news/technology-63402338">taking over the company on Oct. 28</a>, Musk <a href="https://www.nytimes.com/2022/11/11/technology/elon-musk-twitter-takeover.html">has made a number of changes to the platform</a>, resulting in widespread chaos and turmoil within the company.</p>
<p>Within days of taking over Twitter’s operations, Musk <a href="https://techcrunch.com/2022/10/27/elon-musk-fired-top-twitter-execs-including-ceo-reports-say/">fired top executives</a> and <a href="https://www.nytimes.com/2022/11/04/technology/elon-musk-twitter-layoffs.html">half of the company’s 7,500 employees</a>, ignored advice to <a href="https://newsone.com/4448007/elon-musk-twitter-diversity-concerns/">not disproportionately fire employees representing diversity and inclusion</a> and has likely <a href="https://theconversation.com/why-it-may-not-matter-whether-elon-musk-broke-us-labor-laws-with-his-mass-firings-at-twitter-194149">violated employment labour laws and breached employee contracts</a>.</p>
<p>Then on Nov. 16, <a href="https://www.cnn.com/2022/11/16/tech/elon-musk-email-ultimatum-twitter/index.html">Musk sent an email to remaining workers with an ultimatum</a>: commit to being “extremely hardcore” or leave the company. <a href="https://www.theverge.com/2022/11/16/23462026/elon-musk-twitter-email-hardcore-or-severance">The letter continued</a>: “This will mean working long hours at high intensity. Only exceptional performance will constitute a passing grade.” Some workers reportedly ended up sleeping in their offices.</p>
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<p>None of this is new for Musk. He already had a <a href="https://www.nytimes.com/2022/11/21/technology/elon-musk-twitter-management.html">history of dismissing executives on a whim</a> and <a href="https://techcrunch.com/2022/06/21/tesla-sued-by-former-workers-for-allegedly-violating-federal-law-during-mass-layoffs/">committing mass layoffs at Tesla</a>.</p>
<p>Musk’s cold, impersonal approach to management and leadership is antithetical to what we have learned about kinder, more humanistic approaches to work. Management approaches like Musk’s threaten <a href="https://www2.deloitte.com/xe/en/insights/topics/strategy/characteristics-resilient-organizations.html">current business management practices that advocate for healthy, happy and engaged workplaces</a>. </p>
<h2>Cogs in a machine</h2>
<p>Musk adheres to a mechanistic style of management that <a href="http://dx.doi.org/10.1016/j.sbspro.2011.09.032">treats employees like cogs in a machine, rather than human beings</a>. It’s a well-meaning, but naive indulgence that sacrifices employee well-being for the sake of profit.</p>
<p>The idea of workers being an inert, programmable tool of production has been around for at least a century. One of the earliest proponents of management theory was American engineer Frederick Taylor, who published the landmark text <em><a href="https://archive.org/details/principlesofscie00taylrich/page/n5/mode/2up">The Principles of Scientific Management</a></em> in 1910. In it, Taylor wrote: </p>
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<p>“In the past man has been first. In the future the system must be first…In our scheme, we do not ask for the initiative of our men. We do not want any initiative. All we want of them is to obey the orders we give them, do what we say, and do it quick.” </p>
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<p>To Taylor’s credit, the practical application of mechanistic management <a href="http://dx.doi.org/10.1108/JMH-05-2012-0043">did result in significant increases in productivity and the economic performance</a> of enterprises. The “people are just machines” approach, however, has a number of shortcomings. </p>
<p>The <a href="http://socio-cultural.knukim.edu.ua/article/view/219797/219517">spread of mechanistic ideas led to employee exploitation</a>, increased staff turnover, conflicts between management and workers and — contrary to supporters of the mechanistic approach — did not lead to the desired harmony and cooperation in enterprises.</p>
<p>This is largely due to the fact that the human factor was given a secondary role to machinery and equipment. This meant that the means of production were valued more than the emotional state of employees. As it turns out, workers are indeed emotional, sentient beings with minds of their own. They are better at their jobs when they are treated as such.</p>
<p>This approach didn’t go unchallenged at the time, however. The rise of mechanistic management resulted in a major backlash from the <a href="https://www.jstor.org/stable/1885989">widespread North American unionization movement</a>. </p>
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<img alt="A hand holds a phone with the Twitter logo on it in front of a screen that also has the Twitter logo on it" src="https://images.theconversation.com/files/500092/original/file-20221209-19531-dc3f6c.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/500092/original/file-20221209-19531-dc3f6c.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/500092/original/file-20221209-19531-dc3f6c.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/500092/original/file-20221209-19531-dc3f6c.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/500092/original/file-20221209-19531-dc3f6c.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/500092/original/file-20221209-19531-dc3f6c.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/500092/original/file-20221209-19531-dc3f6c.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
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<span class="caption">Twitter’s workforce has been cut in half since Musk’s takeover.</span>
<span class="attribution"><span class="source">(AP Photo/Gregory Bull)</span></span>
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<h2>Human-centric work</h2>
<p>The humanistic approach to management arose in response to the pitfalls of mechanistic management. A <a href="https://dx.doi.org/10.4135/9781452276090">humanistic approach prioritizes</a> emotionally healthy workplaces, gender equity, respect, anti-harassment, employee engagement, <a href="https://strathprints.strath.ac.uk/52941/1/Cooper_JOHP_2013_The_intrinsic_foundations_of_extrinsic_motivations_and_goals.pdf">the benefits of intrinsic over extrinsic rewards</a> (feeling good about your work versus making lots of money) and conflict management. </p>
<p>Emotional intelligence, which includes concepts like compassion, empathy, respect and active listening, is also valued in human-centred workplaces. Extensive research on emotional intelligence, <a href="https://www.researchgate.net/profile/Eli-Sopow/publication/262836592_The_Reality_of_Respect_Respectful_workplace_literature_review_and_employee_survey_analysis_2012/links/0f3175391450b2d564000000/The-Reality-of-Respect-Respectful-workplace-literature-review-and-employee-survey-analysis-2012.pdf">including my own</a>, shows that it <a href="https://www.eiconsortium.org/reports/business_case_for_ei.html">increases morale, productivity and goal achievement</a>. </p>
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Read more:
<a href="https://theconversation.com/elon-musk-business-leaders-should-be-compassionate-heres-the-evidence-to-prove-it-195585">Elon Musk: business leaders should be compassionate – here's the evidence to prove it</a>
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<p>The concept of a more humanistic workplace, which is less linear, more organic and prone to evolving than a mechanistic one, has been growing exponentially since the pandemic started. Job dissatisfaction has resulted in <a href="https://theconversation.com/management-is-so-passe-its-co-creation-that-workers-are-demanding-171574">employees demanding more human-centric workplaces</a> and standing up for their rights in the workplace.</p>
<p><a href="https://www.forbes.com/sites/forbesbusinesscouncil/2022/04/01/the-growing-importance-of-employee-wellness-how-are-you-responding/">As business journalist Tom Gibby said in <em>Forbes</em></a>, employees “are being clear about their needs and wants. If their current employer doesn’t meet those needs, they are finding a new one that does.” </p>
<h2>Re-writing workplace relations</h2>
<p>It’s clear that Musk’s workplace culture is anything but healthy. The Government of Canada’s Health Human Resource Strategy <a href="https://www.canada.ca/en/health-canada/services/health-care-system/health-human-resources/strategy.html">defines a healthy work environment as</a> the following: </p>
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<p>“A work setting that takes a strategic and comprehensive approach to providing the physical, cultural, psychological and work conditions that maximize the health and well being of providers, improves the quality of care and optimizes organizational performance.”</p>
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<p>Musk is setting a dangerous precedent for other businesses to follow. If his approach to management proves to be successful for Twitter, it could result in other business leaders following his example.</p>
<p>While it might be tempting to follow in Musk’s footsteps, such a decision would go against years of workplace research that shows the positive correlation between how employees feel at work, their emotional and physical wellness, and an organization’s success.</p>
<p>Following in his muddy and erratic footsteps would also result in resurrecting archaic lessons of Taylorism that treat employees like inanimate objects. If this happens, we will surely see an increase in worker-led organization efforts. The <a href="https://www.computerworld.com/article/3659194/tech-firms-face-unionization-push-as-amazon-and-apple-workers-organize.html">latest pushes for unionization at Amazon and Apple are proof</a> that employees are willing to stand up for their rights if they are not being valued.</p><img src="https://counter.theconversation.com/content/195520/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Eli Sopow does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>If Elon Musk’s aggressive management style proves to be successful for Twitter, it could result in other business leaders following suit and turning to unhealthy leadership practices.Eli Sopow, Associate Professor, MBA Faculty of Leadership & People Management, University Canada WestLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1892012022-09-07T18:36:25Z2022-09-07T18:36:25ZBoards of directors, not governments, must prevent scandals like Hockey Canada’s<figure><img src="https://images.theconversation.com/files/482146/original/file-20220831-22-oupmmb.jpg?ixlib=rb-1.1.0&rect=62%2C83%2C6874%2C2850&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">There's a void of responsible leadership at Hockey Canada and other scandal-plagued organizations. Governments can't fix those systemic problems.</span> <span class="attribution"><span class="source">(Shutterstock)</span></span></figcaption></figure><iframe style="width: 100%; height: 100px; border: none; position: relative; z-index: 1;" allowtransparency="" allow="clipboard-read; clipboard-write" src="https://narrations.ad-auris.com/widget/the-conversation-canada/boards-of-directors--not-governments--must-prevent-scandals-like-hockey-canada-s" width="100%" height="400"></iframe>
<p>The Hockey Canada scandal has <a href="https://theconversation.com/addressing-athlete-abuse-in-canadian-sport-requires-internal-change-and-external-investigators-188783">sparked anger and outrage</a>. Many argue the Canadian government should take action.</p>
<p>We saw similar cries for action with the <a href="https://www.cbc.ca/news/politics/ottawa-demanding-improve-network-rogers-outage-1.6516970">major Rogers service outage in July 2022</a>. And when <a href="https://www.northernontariobusiness.com/industry-news/training-education/laurentian-on-the-home-stretch-of-ccaa-lawyer-says-5423555">Laurentian University sought creditor protection</a> under the Companies’ Creditors Arrangement Act in 2021, <a href="https://www.auditor.on.ca/en/content/specialreports/specialreports/Laurentian-U_Preliminary_Perspective_en.pdf">the Ontario Auditor General</a> was called in. </p>
<p>When things go south, we all want a remedy, and it’s easy to ask the government to step in. Realistically, however, we can’t expect governments to solve all problems.</p>
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Read more:
<a href="https://theconversation.com/whats-the-point-of-parliamentary-committees-probing-entities-like-rogers-and-hockey-canada-188260">What's the point of parliamentary committees probing entities like Rogers and Hockey Canada?</a>
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<h2>The government as last resort</h2>
<p>Government action should be the last resort when things go sour with non-government organizations, not the first. These corporations have boards and they must be held to account in the first place. </p>
<p>Governments should set overarching policies, including regulatory guidelines and processes, that allow the non-governmental sector — private and not-for-profit — to develop products and services within those policies. Each must stay in its own lane.</p>
<p>The requirement for governance is the same for both private and not-for-profit organizations, while the motivation is different: for-profit corporations act in self-interest, whereas not-for-profit must act in the public interest. Problems arise when not-for-profit companies begin operating in self-interest.</p>
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Read more:
<a href="https://theconversation.com/how-good-governance-can-stop-toxic-bro-behaviour-at-companies-145826">How good governance can stop toxic 'bro behaviour' at companies</a>
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<p>When things go awry, the first question should be: <a href="https://chartthefuture.ca/assets/uploads/img/Where-Were-the-Directors-the-Dey-Report-optimized.pdf">“Where were the directors?”</a> In 1994, businessman Peter Dey coined that phrase when he was called in to head a review committee about governance practices for publicly listed companies on the Toronto Stock Exchange.</p>
<p>His report outlined basic principles of board independence from management, as well as the overarching need for oversight. While aimed at private companies, the principles apply to all types of organizations. The principle that “<a href="https://corporationscanada.ic.gc.ca/eic/site/cd-dgc.nsf/eng/cs06643.html">directors are responsible for supervising the activities of the corporation and for making decisions regarding those activities</a>” is now codified in law. </p>
<p>While managers are responsible for the day-to-day operation of the corporation, boards of directors must provide oversight because they’re responsible for all material aspects of the corporation.</p>
<p>Others have weighed in on governance, since it’s an important part of public policy. In a recent book, authors Gerry Brown and Randall Peterson talk about the corporate dysfunctions everyone should understand in <a href="https://link.springer.com/chapter/10.1007/978-3-030-91658-9_1"><em>Disaster in the Boardroom</em></a>.</p>
<p>They argue that a board should never be subordinated to narrow interests, nor become a conforming one, because it can slowly become dysfunctional and lead to disaster. A well-functioning board must exercise its duty of care conscientiously and diligently, independent of management, and not just try to get along — whether with the CEO or other board members.</p>
<h2>Failed governance at Hockey Canada</h2>
<p>The Hockey Canada saga is a prime example of failed board governance, rather than a government problem. </p>
<p>It’s a not-for-profit organization that performs vital public interest functions, and in return can receive substantial public and private subsidies, membership fees, tax deductions and exemptions. Consequently, the public and members Hockey Canada represents are entitled to know how it spends their resources and how they conduct their operations.</p>
<p>As a not-for-profit organization, it must work in the public interest and has ethical obligations. </p>
<figure class="align-center ">
<img alt="Two men, one with his hand against his jaw, sit in a hearing room." src="https://images.theconversation.com/files/482142/original/file-20220831-12-y7jwpy.JPG?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/482142/original/file-20220831-12-y7jwpy.JPG?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=427&fit=crop&dpr=1 600w, https://images.theconversation.com/files/482142/original/file-20220831-12-y7jwpy.JPG?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=427&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/482142/original/file-20220831-12-y7jwpy.JPG?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=427&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/482142/original/file-20220831-12-y7jwpy.JPG?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=537&fit=crop&dpr=1 754w, https://images.theconversation.com/files/482142/original/file-20220831-12-y7jwpy.JPG?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=537&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/482142/original/file-20220831-12-y7jwpy.JPG?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=537&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
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<span class="caption">Scott Smith, Hockey Canada president and chief operating officer, left, and Hockey Canada Chief Financial Officer Brian Cairo, appear at a House of Commons committee hearing in July 2022 looking into how Hockey Canada handled allegations of sexual assault and a subsequent lawsuit.</span>
<span class="attribution"><span class="source">THE CANADIAN PRESS/Sean Kilpatrick</span></span>
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<p>Hockey Canada governance has proven over the years that it is lackadaisical. It acts like a secret society for the benefit of its members, and not for the common good. Its <a href="https://cdn.hockeycanada.ca/hockey-canada/Corporate/About/Downloads/2020-21-annual-report-e.pdf">annual report</a> fails its members, its funders, its sponsors and the general public for an organization of its size. The report is all about branding, not accountability.</p>
<p>The financial section of the document suffers from a glaring lack of transparency and doesn’t provide enough details on sources of revenue and expenditures for sponsors and members’ oversight into the organization’s decisions. </p>
<p>From the data publicly provided, it’s nearly impossible to get a clear understanding of the source of funds and the use of those funds. </p>
<h2>More transparency required</h2>
<p>For an organization of its size, audited statements should be made public. CEO compensation should also be public, along with that of the senior management and all board directors. Minutes of board meetings should be published. The nomination process for board members should also be more transparent. </p>
<p>These would represent the first steps to improving governance. </p>
<p>Good board governance starts with understanding the mandate and role of the board, followed by structure, robust processes and practices. It’s the duty of the board to provide oversight to all material operations of the corporation and it is the board’s primary duty to supervise management — not the government. </p>
<p>Firing people without changing the playbook will only see a repeat. </p>
<p>Hopefully former <a href="https://www.cbc.ca/news/politics/hockey-canada-appoints-former-supreme-court-judge-for-governance-review-1.6541254">Supreme Court justice Thomas Cromwell, who was recently commissioned to lead a governance review of Hockey Canada</a>, will do his work freely and independently in order to generate a much-anticipated reflection on the governance of Hockey Canada and similar not-for-profit organizations.</p><img src="https://counter.theconversation.com/content/189201/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Good board governance starts with understanding the mandate and role of the board and then follows through with structure, robust processes and practices.Eric Champagne, Professeur agrégé, École d'études politique, Directeur, Centre d'études en gouvernance / Associate professor, School of Political Studies, Director, Centre on Governance, L’Université d’Ottawa/University of OttawaAlex Beraskow, Affiliated Researcher, Centre on Governance, University of Ottawa, L’Université d’Ottawa/University of OttawaLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1710932021-12-07T13:34:26Z2021-12-07T13:34:26ZDiversity helps nonprofits accomplish more when staff from different backgrounds can connect<figure><img src="https://images.theconversation.com/files/433563/original/file-20211123-16-ipvtz2.jpg?ixlib=rb-1.1.0&rect=814%2C191%2C5895%2C3772&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Nonprofits are seeking to diversify their leadership.</span> <span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/photo/businesswoman-in-wheelchair-leading-group-royalty-free-image/1210338080">MoMo Productions/DigitalVision via Getty Images</a></span></figcaption></figure><p><em>The <a href="https://theconversation.com/us/topics/research-brief-83231">Research Brief</a> is a short take about interesting academic work.</em></p>
<h2>The big idea</h2>
<p>Increasing staff diversity does not automatically make a nonprofit more effective. But such organizations can benefit from that change if they can help their employees learn how to acknowledge and talk about their social differences.</p>
<p>This is what I found when I analyzed data on the race, class, gender and religion of the leadership team members of 178 organizations engaged in <a href="https://doi.org/10.1093/sf/soaa088">community organizing across the country</a>. I measured effectiveness in several ways, including how many times the groups secured meetings with public officials, how many different organizing tactics they used, whether they collaborated with other nonprofits working on similar issues and how many people took part in their events.</p>
<p>My analysis focused on organizations that were sufficiently diverse, as defined by a metric <a href="https://doi.org/10.1007/978-1-4684-4754-5_5">pioneered in the 1970s</a> by <a href="https://commonwealthinstitute.org/who-we-are/leadership/rosabeth-moss-kanter/">Rosabeth Moss Kanter</a>, a sociology-trained business researcher. An organization’s leadership team is sufficiently diverse along a particular social dimension, by this measure, when at least two groups represent at least 20% of the team.</p>
<p>There was a range, however. For example, one organization in Illinois was 50% Black and 50% white, while an organization in Texas was 10% Asian, 30% Black, 20% Latino and 40% white. The nonprofits also varied in terms of how they were diverse. Some had substantial religious diversity but minimal gender diversity. Others were diverse along multiple dimensions. </p>
<p>The groups that not only had diverse teams but whose leaders and staff also regularly talked about their racial, class, gender and religious differences with their colleagues were more successful overall. They were better able to mobilize their volunteers, forge alliances with other groups and secure meetings with public officials to further their goals. </p>
<p>I also saw that the types of interactions made a difference.</p>
<p>Socializing and doing <a href="https://doi.org/10.1177/0003122414538966">group activities</a>, such as sharing meals, serving others, playing games and even singing songs, helped these groups maximize their effectiveness in reaching their goals. That was particularly true when the events gave the leaders and staff opportunities to highlight characteristics of their culture or community.</p>
<p>For example, it helped if they could experience the different ways their colleagues celebrate birthdays and particular holidays. And when the nonprofits encouraged overtures to connect across race, class, gender and religious lines, their staff became <a href="https://doi.org/10.1093/socpro/spz025">more invested in one another and in their work</a>. </p>
<h2>Why it matters</h2>
<p>The organizations <a href="https://www.doi.org/10.18574/nyu/9781479854769.003.0002">I studied</a>, as well as nonprofits in general, are becoming more diverse. For example, the <a href="https://philanthropynewsdigest.org/columns/the-sustainable-nonprofit/the-diversity-gap-in-the-nonprofit-sector">percentage of nonprofit leaders of color is increasing</a>, albeit slowly. </p>
<p>Pressure to increase diversity is coming from <a href="https://www.philanthropy.com/article/diversity-mandates-from-foundations-make-it-harder-for-nonprofits-to-do-their-jobs-well">funders</a>, <a href="https://racetolead.org/">advocacy organizations</a> and <a href="https://www.boardeffect.com/blog/strengthening-community-ties-nonprofit-leaders-better-approach-diversity-equity-inclusion/">many communities</a>. This is a response to the heightened attention focused on racial injustices, growing economic inequality, sustained gender inequities and increasing religious pluralism.</p>
<p>Yet as nonprofits become more diverse, many leaders and staff tiptoe around <a href="https://www.russellsage.org/publications/color-bind">talking about their differences</a>. Some of them claim they “<a href="https://nonprofitaf.com/2017/04/all-right-color-blind-colleagues-we-need-to-have-a-talk/">don’t see color</a>” or want to emphasize only what they have in common with others from different backgrounds. </p>
<p>Becoming more diverse, however, is not an end in itself. My research suggests nonprofits need to learn to <a href="https://www.councilofnonprofits.org/tools-resources/why-diversity-equity-and-inclusion-matter-nonprofits">understand, value and utilize their diverse perspectives</a> to become more equitable and effective.</p>
<h2>What’s next</h2>
<p>My study was based primarily on survey data. To gain more detailed insights about the impact of diversity within nonprofits, I’ve teamed up with <a href="https://scholar.google.com/citations?user=_6Wj5WAAAAAJ&hl=en&oi=ao">Matthew Baggetta</a>, a sociologist. We’re <a href="https://civilsociety.indiana.edu/">gathering observational data on how members interact with one another</a> and engage their social differences, starting with a <a href="https://doi.org/10.1007/s11266-021-00418-7">15-month pilot study</a> in which we observed nearly 100 meetings held by three organizations in Indianapolis.</p>
<p>Among other things, we documented which members interacted with whom, the context of their interactions and what they talked about. Next, we will carefully examine the interactions of group members across lines of difference and how those interactions affect the organizations’ outcomes. </p>
<p>[<em>Science, politics, religion or just plain interesting articles:</em> <a href="https://memberservices.theconversation.com/newsletters/?source=inline-checkoutweekly">Check out The Conversation’s weekly newsletters</a>.]</p><img src="https://counter.theconversation.com/content/171093/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Brad R. Fulton receives funding for research from AmeriCorps, and he is a fellow with the Aspen Institute's Inclusive America Project.</span></em></p>When staff members learn how to acknowledge and talk about their social differences, nonprofits can get better at developing strategies, forming alliances and mobilizing people, a recent study found.Brad R. Fulton, Associate Professor of Nonprofit Management, Indiana UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1661442021-11-10T18:37:46Z2021-11-10T18:37:46Z7 ways to get proactive about climate change instead of feeling helpless: Lessons from a leadership expert<figure><img src="https://images.theconversation.com/files/417703/original/file-20210824-16-1wv9ahi.jpg?ixlib=rb-1.1.0&rect=0%2C0%2C4110%2C2861&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">Actions today affect the world these young people will live in.</span> <span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/news-photo/students-take-part-in-a-march-for-the-environment-and-the-news-photo/1126526949">Emmanuel Dunand/AFP via Getty Images</a></span></figcaption></figure><p>Humans do not capitalize nearly enough on our most significant evolutionary advantage: a unique ability to take forward-looking actions that influence the future for the better.</p>
<p>Exhibit A: Climate change is here, <a href="https://www.ipcc.ch/report/sixth-assessment-report-working-group-i/">and things are changing quickly for the worse</a>. However, even as dangerous and costly weather events grow more frequent and severe, we <a href="https://www.theguardian.com/environment/2021/feb/26/co2-emissions-nations-pledges-far-away-from-paris-target-says-un">still don’t do what we need to do</a>.</p>
<p>Ideally, everyone would ratchet up their efforts to protect the climate as smartly as possible. But how can each person help in the most valuable ways? As a <a href="https://scholar.google.com/citations?user=S7lkzxYAAAAJ&hl=en">professor of organizational behavior</a>, I study leadership and proactive problem solving. Research in these fields offers some helpful advice.</p>
<h2>Untapped human potential</h2>
<blockquote>
<p>“I’d love to change the world, but I don’t know what to do,
so I leave it up to you.”
- Alvin Lee, Ten Years After, 1971</p>
</blockquote>
<p>When too many people think like <a href="https://youtu.be/CTUsFm0BAu8">those lyrics</a>, problems don’t get solved.</p>
<p>The only way societies will do enough to keep climate change in check is if they reject passivity, experiment with new strategies and tactics, and wisely strengthen their coping repertoire.</p>
<p>People avoid doing much about climate change for <a href="https://doi.org/10.1111/sipr.12058">many reasons</a>: 1) They worry about time and cost; 2) they believe it’s difficult to change; 3) they have faulty assumptions, like feeling unable to help or that <a href="https://www.fastcompany.com/90654016/al-gore-net-zero-cant-be-a-get-out-of-jail-free-card">other people or new technologies will save the planet</a>; 4) they have psychological biases, like caring more about the present than the future; and 5) they’re uncertain about the best ways to participate. </p>
<p>Laying a foundation for higher-impact action begins with changing common mindsets. Most essential, and a tough task, is to behave far more proactively than most people have up until now. </p>
<h2>How to become more proactive</h2>
<p>Based on psychological and organizational behavior research, here are some starting points: </p>
<p><strong>1) View yourself as someone who cares about the planet and the future.</strong></p>
<p>Your self-identity is how you view and describe yourself, and this generates <a href="https://doi.org/10.1007/s12053-021-09958-9">corresponding behaviors</a>. How you self-identify can help you think about your future, choose your preferred actions and <a href="https://doi.org/10.1007/s12053-021-09958-9">provide a motivating standard or model to strive for</a>. Take “caring” a step further by viewing yourself as a proactive person who thinks ahead and helps to make the future better than it would be without your contributions.</p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/417708/original/file-20210824-16663-yaju8p.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="A man in jeans and a jacket kneels next to a small tree that's lying on its side in preparation for being planted. Several other ready-to-plant trees are in the background." src="https://images.theconversation.com/files/417708/original/file-20210824-16663-yaju8p.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/417708/original/file-20210824-16663-yaju8p.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=399&fit=crop&dpr=1 600w, https://images.theconversation.com/files/417708/original/file-20210824-16663-yaju8p.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=399&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/417708/original/file-20210824-16663-yaju8p.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=399&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/417708/original/file-20210824-16663-yaju8p.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=502&fit=crop&dpr=1 754w, https://images.theconversation.com/files/417708/original/file-20210824-16663-yaju8p.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=502&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/417708/original/file-20210824-16663-yaju8p.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=502&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Helping plant and care for trees in useful locations is one way to become locally invested with your community.</span>
<span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/news-photo/ric-weidner-prepares-one-of-the-cherry-trees-before-news-photo/161217330">Helen H. Richardson/The Denver Post via Getty Images</a></span>
</figcaption>
</figure>
<p><strong>2) Assess, honestly, your efforts to reduce the harmful effects of climate change.</strong></p>
<p>In the same way people tend to overestimate their driving, athletic and leadership skills, they also tend to believe they are <a href="https://doi.org/10.1080/01973533.2019.1689364">more environmentally friendly than most</a> other people. This misleading bias can breed complacency and hinder action. </p>
<p>If people assess themselves accurately compared to what they could and should be doing, most will see great untapped potential to make a difference. To unleash that potential, consider applying time management strategies found in business management that can free you from countless unpleasant and unproductive tasks and allow you to <a href="https://hbr.org/2013/09/make-time-for-the-work-that-matters">devote attention and time to impactful activities that take most advantage of your skills</a>.</p>
<p><strong>3) Assume responsibility for engaging more usefully in solving the problems of climate change.</strong> </p>
<p><a href="https://doi.org/10.1016/j.gloenvcha.2016.11.001">Feeling responsible motivates action</a>. A key question is how you define responsibility. </p>
<p>This is different from pinning all responsibility for fixing things on the guiltiest transgressors. In the blame game, <a href="https://doi.org/10.1016/j.oneear.2021.04.014">fossil fuel companies have worked hard to shift</a> responsibility for the world’s climate change predicament to consumers and not themselves. Remember this from George Bernard Shaw: “We are made wise not by the recollection of our past, but by the responsibility for our future.” What the future holds really is up to us. </p>
<figure class="align-center zoomable">
<a href="https://images.theconversation.com/files/417707/original/file-20210824-23-at1geh.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=1000&fit=clip"><img alt="A cyclist rides over a bridge with metal girders." src="https://images.theconversation.com/files/417707/original/file-20210824-23-at1geh.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/417707/original/file-20210824-23-at1geh.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=426&fit=crop&dpr=1 600w, https://images.theconversation.com/files/417707/original/file-20210824-23-at1geh.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=426&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/417707/original/file-20210824-23-at1geh.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=426&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/417707/original/file-20210824-23-at1geh.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=535&fit=crop&dpr=1 754w, https://images.theconversation.com/files/417707/original/file-20210824-23-at1geh.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=535&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/417707/original/file-20210824-23-at1geh.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=535&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
<figcaption>
<span class="caption">Boston climate scientist Nathan Phillips bikes with a portable backpack device to measure the venting of natural gas, which contributes to climate change.</span>
<span class="attribution"><a class="source" href="https://www.gettyimages.com/detail/news-photo/climate-scientist-nathan-phillips-bikes-around-the-news-photo/1230125174">Jessica Rinaldi/The Boston Globe via Getty Images</a></span>
</figcaption>
</figure>
<p><strong>4) Resolve to actively navigate the changing future.</strong> </p>
<p>In general, <a href="https://doi.org/10.1016/j.copsyc.2018.04.005">thinking more about the future</a> – rather than just the present and past – yields more positive life and work outcomes. Regarding climate change, it is imperative to <a href="https://www.npr.org/sections/goatsandsoda/2019/03/11/688876374/its-2050-and-this-is-how-we-stopped-climate-change">look ahead</a> and act accordingly so you’re helping to forge the best possible outcomes rather than leaving them to chance. </p>
<p>Today’s leading psychologists strongly advise more <a href="https://doi.org/10.1177/1745691612474317">mental prospecting</a> – actively envisioning likely and possible futures, exploring for opportunities like old-time gold prospectors and salespeople searching for new leads – and continually seeking the best pathways forward.</p>
<p><strong>5) Learn more about humanity’s biggest challenges.</strong> </p>
<p>Climate change affects everything, so it shouldn’t be hard to find an arena that’s personally interesting. <a href="https://doi.org/10.1093/biosci/biab079">Learn enough</a> from accurate sources to discuss with others, consider how your skill sets can help and figure out <a href="https://heated.world/p/what-can-i-do-anything">where you can contribute best</a>. </p>
<p>Here are a few places to start: <a href="https://drawdown.org/">Project Drawdown</a> offers big-picture solutions for lowering greenhouse gas emissions. NOAA provides advice for <a href="https://www.climate.gov/news-features/climate-qa/what-can-we-do-slow-or-stop-global-warming">what individuals can do</a> and where to learn more. The BBC had a good <a href="https://www.bbc.com/future/article/20181102-what-can-i-do-about-climate-change">list of 10 simple ways</a> to take action on climate change a few years ago. Climate scientist <a href="https://www.publicaffairsbooks.com/titles/michael-e-mann/the-new-climate-war/9781541758223/">Michael Mann’s new book</a> discusses what individuals can do politically and collectively for the highest impact.</p>
<p><iframe id="fDSfi" class="tc-infographic-datawrapper" src="https://datawrapper.dwcdn.net/fDSfi/3/" height="400px" width="100%" style="border: none" frameborder="0"></iframe></p>
<p><strong>6) Help solve problems and seek constructive opportunities.</strong> </p>
<p>A common refrain in MBA and executive development programs is to <a href="https://doi.org/10.1177/0021886307313824">turn problems into opportunities</a>, and climate change offers many opportunities, from cleaner energy sources to better construction techniques and food production. This approach opens conversations about long-term change rather than just short-term damage control. It also uncovers diverse views, addresses underlying problems rather than just their visible symptoms and encourages more ideas – thus enhancing problem-solving.</p>
<p><strong>7) Address the root causes and embrace “multisolving.”</strong></p>
<p>In solving business problems, it’s important to not simply treat the most visible symptoms but to identify and address root causes. “<a href="https://ssir.org/articles/entry/the_magic_of_multisolving">Multisolving</a>” identifies solutions that address a root cause of multiple problems.</p>
<p>Climate change is one root of many current problems, from disasters and species extinctions to food and water shortages to social injustice and wars. Military officials often refer to it as a “threat multiplier.” Stopping climate change could help alleviate pressures elsewhere. Backing up further in the <a href="https://www.ipcc.ch/report/ar6/wg1/">cause-and-effect chain</a>, carbon emissions cause global warming and climate change.</p>
<p>So, personal efforts to reduce your “carbon footprint,” like using less fossil fuel, help. So does <a href="https://yaleclimateconnections.org/2021/01/scientist-mike-manns-must-read-book-the-new-climate-war/">pushing politicians and businesses</a> to reduce carbon and methane emissions by limiting fossil fuel extraction and investing in zero-carbon energy.</p>
<p>The best climate solutions will reduce harm and spread all kinds of benefits. Stabilizing the climate will require help from every direction. It isn’t just an “all hands on deck” moment – the planet needs all heads and hands being proactive.</p><img src="https://counter.theconversation.com/content/166144/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Thomas S. Bateman does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>To learn to be more proactive, start by viewing yourself as someone who cares about the environment and the future.Thomas S. Bateman, Professor Emeritus of Organizational Behavior, University of VirginiaLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1580622021-03-30T05:24:09Z2021-03-30T05:24:09ZDepression, burnout, insomnia, headaches: how a toxic and sexist workplace culture can affect your health<figure><img src="https://images.theconversation.com/files/392417/original/file-20210330-13-1chk6w2.jpg?ixlib=rb-1.1.0&rect=0%2C0%2C1000%2C667&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">
</span> <span class="attribution"><span class="source">Shutterstock</span></span></figcaption></figure><p>As allegations of rape and sexual assault engulf Australian federal politics, several current and former female staffers and politicians have come forward to share their stories of a culture of toxic masculinity within Australia’s political bubble.</p>
<p>It’s unfortunate that while gender roles are evolving at home, gender inequality and overt sexism remain prevalent in Australian political culture and in many workplaces across the country.</p>
<p>While the effects of a culture of toxic masculinity are most detrimental for the victims, other employees in workplaces and the wider community can also be negatively impacted.</p>
<p>This opens up a broader question: how does a toxic and sexist workplace culture affect the health and well-being of employees and organisations?</p>
<p><div data-react-class="Tweet" data-react-props="{"tweetId":"1376288850314633217"}"></div></p>
<h2>What does a toxic and sexist workplace look like?</h2>
<p>A culture of toxic masculinity is a hostile work environment that undermines women. It’s also known as “<a href="https://doi.org/10.1111/josi.12284">masculinity contest culture</a>”, which is characterised by hyper-competition, heavy workloads, long hours, assertiveness and extreme risk-taking. It’s worth noting this type of culture isn’t good for men, either.</p>
<p>Such workplaces often feature “win or die” organisational cultures <a href="https://doi.org/10.1111/josi.12284">that focus on</a> personal gain and advancement at the expense of other employees. Many employees embedded in such a culture adopt a “mine’s bigger than yours” contest for workloads, work hours and work resources.</p>
<p>These <a href="https://journals.sagepub.com/doi/abs/10.1177/1461355716638361">masculinity contest cultures</a> are prevalent in a wide range of industries, such as medicine, finance, engineering, law, politics, sports, police, fire, corrections, military services, tech organisations and increasingly within our universities.</p>
<p>Microaggressions are common behaviours in workplaces steeped with a masculinity contest culture. These include getting interrupted by men in meetings or being told to dress “appropriately” in a certain way. There are also overtly dominating behaviours such as sexual harassment and violence. </p>
<p>These behaviours tend to keep men on top and reinforce a toxic leadership style involving abusive behaviours such as bullying or controlling others.</p>
<figure class="align-center ">
<img alt="Boss upset with employee" src="https://images.theconversation.com/files/392418/original/file-20210330-15-1n6f115.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/392418/original/file-20210330-15-1n6f115.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/392418/original/file-20210330-15-1n6f115.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/392418/original/file-20210330-15-1n6f115.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/392418/original/file-20210330-15-1n6f115.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/392418/original/file-20210330-15-1n6f115.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/392418/original/file-20210330-15-1n6f115.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">A hyper-masculine work environment might look like huge workloads, long hours, hostility, assertiveness, dominance and an extremely competitive culture.</span>
<span class="attribution"><span class="source">Shutterstock</span></span>
</figcaption>
</figure>
<p>At a very basic level, workplaces should afford women safety and justice. But women’s issues are left unaddressed in many workplaces, and many fail to provide women employees with psychological safety or the ability to speak up without being punished or humiliated.</p>
<p>This might be because leaders in the organisation are ill-equipped to deal with these issues, feel uncomfortable bringing them up or, in some cases, are sadly not interested at all.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/toxic-boss-at-work-here-are-some-tips-for-coping-38778">Toxic boss at work? Here are some tips for coping</a>
</strong>
</em>
</p>
<hr>
<h2>How does a toxic culture affect our health?</h2>
<p>Evidence suggests a toxic workplace culture can negatively affect employees’ psychological, emotional and physical health.</p>
<p>Emotional effects <a href="https://onlinelibrary.wiley.com/doi/abs/10.1002/smi.2626">include</a> a higher likelihood of negative emotions such as anger, disappointment, disgust, fear, frustration and humiliation.</p>
<p>As these negative emotions build, they can <a href="https://onlinelibrary.wiley.com/doi/abs/10.1002/smi.2626">lead to</a> stress, anxiety, depression, burnout, cynicism, a lack of motivation and feelings of self-doubt.</p>
<p>Research also points to increased chances of physical symptoms, <a href="https://onlinelibrary.wiley.com/doi/abs/10.1002/smi.2626">such as</a> hair loss, insomnia, weight loss or gain, headaches and migraines. </p>
<p>Employees in toxic workplaces tend to have poorer overall well-being, and are more likely to be <a href="https://psycnet.apa.org/buy/2014-05059-001">withdrawn and isolated</a> at work and in their personal lives. Over time, this leads to absenteeism, and if problems aren’t addressed, victims may eventually leave the organisation.</p>
<p>For some victims who may not have advanced coping skills, a toxic culture can lead to a downward mental and physical health spiral and contribute to severe long-term mental illness. They may also engage in <a href="https://doi.org/10.1108/PR-04-2019-0177">displaced aggression</a>, in which they bring home their negative emotions and experiences and take out their frustrations on family members.</p>
<figure class="align-center ">
<img alt="Woman stressed and isolated at work" src="https://images.theconversation.com/files/392420/original/file-20210330-15-opzmje.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/392420/original/file-20210330-15-opzmje.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=406&fit=crop&dpr=1 600w, https://images.theconversation.com/files/392420/original/file-20210330-15-opzmje.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=406&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/392420/original/file-20210330-15-opzmje.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=406&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/392420/original/file-20210330-15-opzmje.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=510&fit=crop&dpr=1 754w, https://images.theconversation.com/files/392420/original/file-20210330-15-opzmje.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=510&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/392420/original/file-20210330-15-opzmje.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=510&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
<figcaption>
<span class="caption">Employees in toxic work environments are more likely to be withdrawn and isolated, both in the office and outside of work.</span>
<span class="attribution"><span class="source">Shutterstock</span></span>
</figcaption>
</figure>
<h2>How can workplaces change?</h2>
<p>Workplaces aiming to make a real change should start by promoting an open culture where issues can be discussed via multiple formal and informal feedback channels.</p>
<p>One option is formal survey mechanisms that are anonymous, so employees can be open about their concerns and feel less intimidated by the process.</p>
<p>A good first step is having leaders trained to address these issues.</p>
<p>Traditionally, workplace interventions have focused on victims themselves, putting the onus on them to do the work and come forward. However, a healthy workplace culture should see leaders actively seeking feedback to make sure any forms of toxic masculinity are stamped out.</p>
<p>It’s a shared responsibility, and the onus shouldn’t be solely on employees, but leaders, too.</p>
<hr>
<p>
<em>
<strong>
Read more:
<a href="https://theconversation.com/bad-times-call-for-bold-measures-3-ways-to-fix-the-appalling-treatment-of-women-in-our-national-parliament-157683">Bad times call for bold measures: 3 ways to fix the appalling treatment of women in our national parliament</a>
</strong>
</em>
</p>
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<img src="https://counter.theconversation.com/content/158062/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Paula Brough receives research funding from The Australian Research Council.</span></em></p><p class="fine-print"><em><span>Xi Wen (Carys) Chan does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Toxic and hyper-masculine workplaces are linked with a variety of health issues including anxiety, depression, burnout, hair loss, insomnia, and headaches.Xi Wen (Carys) Chan, Lecturer in Organisational Psychology, Griffith UniversityPaula Brough, Professor of Organisational Psychology, Griffith UniversityLicensed as Creative Commons – attribution, no derivatives.tag:theconversation.com,2011:article/1511842021-01-05T14:41:41Z2021-01-05T14:41:41ZTrump’s dangerous narcissism may have changed leadership forever<figure><img src="https://images.theconversation.com/files/377477/original/file-20210107-21-b08eyb.jpg?ixlib=rb-1.1.0&rect=0%2C301%2C5756%2C3222&q=45&auto=format&w=496&fit=clip" /><figcaption><span class="caption">U.S. President Donald Trump speaks during a rally protesting the electoral college certification of Joe as president on Jan. 6, 2021, in which he successfully incited a mob to storm Congress.</span> <span class="attribution"><span class="source">(AP Photo/Evan Vucci)</span></span></figcaption></figure><p>Donald Trump and his narcissistic style of leadership will soon vacate the political stage, despite his recent attempt <a href="https://www.washingtonpost.com/politics/trump-raffensperger-call-georgia-vote/2021/01/03/d45acb92-4dc4-11eb-bda4-615aaefd0555_story.html">to cajole elected officials</a> into illegally changing the outcome of November’s presidential election and <a href="https://www.nytimes.com/live/2021/01/06/us/electoral-vote?action=click&module=Spotlight&pgtype=Homepage">inciting a mob of supporters to storm the U.S. Capitol.</a> </p>
<p>But what about those who aspire to key leadership positions who have been inspired by Trump? Will they perpetuate this new model of dangerous leadership without understanding that the potential fallout could be viral and spread to their organizations and employees?</p>
<p>American psychologist and author John Gartner, formerly of Johns Hopkins University, sounded the alarm about Trump three years ago, <a href="https://www.independent.co.uk/news/world/americas/donald-trump-dangerous-mental-illness-yale-psychiatrist-conference-us-president-unfit-james-gartner-duty-warn-a7694316.html">calling on him to be removed from office because he was “psychologically incapable of competently discharging the duties of president.”</a> The petition garnered thousands of signatures.</p>
<p>Narcissism can be described as a grandiose sense of self-importance. A healthy dose of narcissism can be an integral part of a mature adult’s psyche. It can foster positive traits such as confidence, creativity, humour and wisdom.</p>
<p>These are of course important qualities that <a href="https://icpla.edu/wp-content/uploads/2012/10/Kohut-H.-Forms-and-Transformations-of-Narcissism-JAPA-vol.14-p.243-1966.pdf">many of the world’s genius artists, business people and scientists possess</a>.</p>
<p><a href="https://hbr.org/2004/01/narcissistic-leaders-the-incredible-pros-the-inevitable-cons">But there’s a flip side to this coin</a>, since pathological narcissism may leave people extremely isolated, distrustful and lacking in empathy. Perceived threats can easily cause pathological narcissists to fall into fits of rage. </p>
<h2>How narcissism affects leadership styles</h2>
<p>Their confidence and larger-than-life attitude, after all, have propelled them to the top. Narcissistic leaders often emerge during times of crisis where followers seek the leadership of a <a href="http://dx.doi.org/10.1016/j.leaqua.2006.10.005">charismatic, confident and creative chief</a>.</p>
<p>To the outside world, narcissists appear self-assured, charming and likeable upon first glance. For this reason, they often emerge as leaders. However, important research has shown the thin veneer of these qualities becomes apparent over time, and <a href="https://doi.org/10.1177/0956797611417259">there’s often a stark contrast between a narcissist’s perceived leadership abilities and their actual abilities</a>. The narcissistic leader’s weaknesses come to the surface.</p>
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<a href="https://images.theconversation.com/files/374304/original/file-20201210-19-1mkft5a.jpg?ixlib=rb-1.1.0&rect=0%2C78%2C5248%2C3409&q=45&auto=format&w=1000&fit=clip"><img alt="Trump stands in the Oval Office" src="https://images.theconversation.com/files/374304/original/file-20201210-19-1mkft5a.jpg?ixlib=rb-1.1.0&rect=0%2C78%2C5248%2C3409&q=45&auto=format&w=237&fit=clip" srcset="https://images.theconversation.com/files/374304/original/file-20201210-19-1mkft5a.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=400&fit=crop&dpr=1 600w, https://images.theconversation.com/files/374304/original/file-20201210-19-1mkft5a.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=400&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/374304/original/file-20201210-19-1mkft5a.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=400&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/374304/original/file-20201210-19-1mkft5a.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=503&fit=crop&dpr=1 754w, https://images.theconversation.com/files/374304/original/file-20201210-19-1mkft5a.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=503&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/374304/original/file-20201210-19-1mkft5a.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=503&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px"></a>
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<span class="caption">Trump stands in the Oval Office in December 2020.</span>
<span class="attribution"><span class="source">(AP Photo/Evan Vucci)</span></span>
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</figure>
<p>While their hunger for power and admiration may yield positive results in the beginning, in the long run, narcissistic leaders are bound to leave damaged systems and relationships in their wake. </p>
<p><a href="https://www.mayoclinic.org/diseases-conditions/narcissistic-personality-disorder/symptoms-causes/syc-20366662">Identifiable negative traits of narcissists</a> include sensitivity to criticism, poor listening skills, lack of empathy, intense desire to compete, arrogance, feelings of inferiority, need for recognition and superiority, hypersensitivity, anger, amorality, irrationality, inflexibility and paranoia. Some of these traits seem to fit Trump.</p>
<h2>‘Destructive tyrant’</h2>
<p>A leader who was perhaps once seen as a visionary slowly but surely transforming into a destructive tyrant can have grave consequences for organizations that are helmed by narcissists. Narcissistic leadership can negatively affect job satisfaction and morale while fuelling chaos of the type we saw at the U.S. Capitol as well as employee turnover.</p>
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<p>As time goes on, their insecurities, domineering nature and disregard for the feelings and needs of others lead to employees’ emotional exhaustion, burnout and withdrawal from the organization. In essence, only the leader’s beliefs, experiences and knowledge count. This was evident when Trump <a href="https://www.cbsnews.com/video/trump-u-s-generals-dont-know-much-about-isis/">publicly stated he knew more than his generals</a> and even in his recently revealed phone call to Georgia officials, when he attempted <a href="https://www.nytimes.com/2021/01/03/us/politics/trump-raffensperger-call-georgia.html">to browbeat and threaten them to “find” more than 11,000 votes</a>.</p>
<p>Indeed, there is no more relevant or obvious example of the damaging effects of excessive narcissism on leadership ability than Trump. His chaotic leadership style is useful to study since very few of us are trained to deal with this type of behaviour and this type of person. </p>
<p>Before he was elected president, Trump had made a name for himself in the mainstream media and turned his public persona into a lucrative brand. His 1988 book, <em>The Art of the Deal</em>, and later his NBC show, <em>The Apprentice</em>, garnered a large following of admirers, many in leadership positions. </p>
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<img alt="A Trump supporter carrying a Trump 2020 sign stands near the president's vandalized star on the Hollywood Walk of Fame." src="https://images.theconversation.com/files/377018/original/file-20210104-17-5n4c08.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&fit=clip" srcset="https://images.theconversation.com/files/377018/original/file-20210104-17-5n4c08.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=600&h=477&fit=crop&dpr=1 600w, https://images.theconversation.com/files/377018/original/file-20210104-17-5n4c08.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=600&h=477&fit=crop&dpr=2 1200w, https://images.theconversation.com/files/377018/original/file-20210104-17-5n4c08.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=600&h=477&fit=crop&dpr=3 1800w, https://images.theconversation.com/files/377018/original/file-20210104-17-5n4c08.jpg?ixlib=rb-1.1.0&q=45&auto=format&w=754&h=600&fit=crop&dpr=1 754w, https://images.theconversation.com/files/377018/original/file-20210104-17-5n4c08.jpg?ixlib=rb-1.1.0&q=30&auto=format&w=754&h=600&fit=crop&dpr=2 1508w, https://images.theconversation.com/files/377018/original/file-20210104-17-5n4c08.jpg?ixlib=rb-1.1.0&q=15&auto=format&w=754&h=600&fit=crop&dpr=3 2262w" sizes="(min-width: 1466px) 754px, (max-width: 599px) 100vw, (min-width: 600px) 600px, 237px">
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<span class="caption">A Trump supporter stands near the president’s vandalized star on the Hollywood Walk of Fame in July 2018.</span>
<span class="attribution"><span class="source">(AP Photo/Reed Saxon)</span></span>
</figcaption>
</figure>
<p>Of course, Trump floundered at times, <a href="https://www.washingtonpost.com/politics/2016/live-updates/general-election/real-time-fact-checking-and-analysis-of-the-first-presidential-debate/fact-check-has-trump-declared-bankruptcy-four-or-six-times/">declaring bankruptcy six times</a>, but he always managed to save himself and threaten his naysayers until they disappeared.</p>
<p>We’ve experienced signs of the destructiveness of his behaviour on the world stage. Rather than knowing the “art of a deal,” a president and any other leader should know the art of diplomacy, empathy and service. Unfortunately, these are words that aren’t part of Trump’s vocabulary. </p>
<p>What’s more, his erratic behaviour seems to have had a detrimental effect on his team members, who can never seem to control his outbursts. This should serve as a warning to organizational leaders flirting with this type of leader.</p>
<h2>Can the narcissist be managed?</h2>
<p>In today’s uncertain market, <a href="https://doi.org/10.2189/asqu.52.3.351">more and more companies are becoming comfortable with this type of unpredictable and chaotic leadership</a> style, hoping for big gains and magic.</p>
<p>It’s critical to understand that it’s possible for businesses to reap the benefits of a narcissistic leader as long there’s a trusted sidekick or No. 2 who can anchor their grandiose ideas and help control them. This is tricky to do and <a href="https://doi.org/10.2189/asqu.52.3.351">not common in contemporary organizations as they attempt to eradicate any perceived competition or control</a>.</p>
<p>Any type of controlling influence has been absent in the Trump administration as he operates without guardrails, creating great fallout. </p>
<p>The issue for followers is it never ends well. We have seen this real-time case study play out for the past four years of the Trump presidency. </p>
<p>The challenge is: How will current and future organizational leaders accept or reject the type of narcissistic and damaging leader who is determined to win at any cost?</p><img src="https://counter.theconversation.com/content/151184/count.gif" alt="The Conversation" width="1" height="1" />
<p class="fine-print"><em><span>Steven H. Appelbaum does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.</span></em></p>Donald Trump’s narcissism and destructive style of leadership may influence organizational leaders who were impressed by what he was able to get away with during his four years as president.Steven H. Appelbaum, Professor of Management, Concordia UniversityLicensed as Creative Commons – attribution, no derivatives.