Effective_Leadership.docx Becoming an Effective Leader Task II Bequitta Johnson A & A1. Three toxic leadership behaviors a leader can exhibit are narcissistic, autocratic, and unrealistic expectations. Narcissis
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Effective_Leadership.docx Becoming an Effective Leader Task II Bequitta Johnson A & A1. Three toxic leadership behaviors a leader can exhibit are narcissistic, autocratic, and unrealistic expectations. Narcissism, also known as one of the dark triad traits (narcissism, Machiavellianism, and psychopathy), according to Schynes, Wisse and Sanders (2019), stands out from the other two traits in terms of a particularly strong sense of entitlement and self-importance and a high need for power. This behavior is displayed when a leader has an inflated idea of themselves and believe they are more important than others. Everything should be about them. Leaders with narcissistic characteristics are most likely to lack compassion for others and crave admiration. An example of narcissistic behavior is when an accomplishment is achieved by a team, but the leader takes sole credit as if they accomplished the goal alone. Another example of narcissist behavior is a manager who loves to be the center of attention by dominating meetings, presentations and often remind others of their accomplishments. Autocratic behavior can be described as imposing ones own will or individual control over all decisions without considering other team members ideas or input. An example of a leader that show signs of autocratic behavior would tell their staff that they have too busy to consider their ideas and to complete task as instructed. This toxic behavior can affect leadership effectiveness and organizational culture by inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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