The Toxic Bully Boss: Echoes of American Slavocracy Tactics in Adverse Workplace Leadership Styles

Leadership is essential to making and establishing policies, directing controlling environments, influencing people perform at a high level. Innovation awaits the proper balance of labor motivation. When employees desire level efficiency for organization are committed living their families, they should not be subject abuse, harassment, or workplace stressors. Yet, many workers struggle with leaders who toxic bully bosses. Today's boss reminiscent 17th-century American slavocracy leadership tactics. Slaveholders valued slave body, source enforced free labor, but convinced themselves enslaved person's mental capacity was essentially nonexistent. maintained this mindset control laborers toiling in fields maintain focus on agricultural productivity (Morrow, 2004). During slavocracy, were equivalent today's offices. Notably, working conditions then forced, while earn wages labor. Workers spend majority waking hours work. According Hulin (2002), very few things “…influence … each us, our children, values, status as much choice job occupation” (p. 8). forefront decisions policy implementations (Namie & Namie, 2009). Leslie (2015) introduced nine tenets efficacy: “change management, inspiring commitment, taking initiative, building collaborative relationships, leading employees, strategic perspective, planning, participative being quick learner.” Regardless style 21st century, Leslie's can help convert into productive environment. The following definitions provide clarification about destructive styles. Toxic bosses may exhibit any these five distinct styles that detrimental successful leader-employee relationships because behaviors associated one: leadership, tyrannical derailment supportive–disloyal laissez-faire leadership. These have potential destroy humanity through leader's abuse power by conditioning, controlling, diminishing worth those work them. Brown (2009), dehumanization tendency “treat, regard, represent person less than human.” Fontesse et al. (2019), also denial one's humanity, thus suppressing individual's voice. Capretta (2008) Henderson (2010) described derailed inexperienced, immature, inflexible, incapable changing adapting organization's culture. Derailed cannot form interpersonal come across insensitive, intimidating, aloof, arrogant. Einarsen (2007), broad overarching concept covering several misbehaviors including limited overthrowing, disapproving, discrediting, damaging another individual. laissez-faire, delegating, leader, according Cherry (2021), “hands-off allows [s] group members make decisions, [which] leads lower among members.” Laissez-faire overlaps behavior classified abusive (Bies Tripp, 1998). Herman Wilson (2020), “show exaggerated interest welfare subordinates, little no regard organization. abuses [leader] include stealing materials, time, financial resources.” This type leader probably most dangerous next leader. insists follower value whom will do everything support. Unprovoked, such turn save from culpability. Hardwick (2018) noted “micromanage, express rage when go wrong, use blame shame motivation.” Tyrannical often exercise unrestrained dominance authority roles. defaults back bullying tactics dehumanizing people, which lead an unproductive hampered diminished morale. exhibits earlier. Morrow (2004), tactics, if implemented correctly, would over 300 years. One could surmise originated thrived during slavocracy. To effective slaves, employed like tyrannical, supportive–disloyal, create “us against them” mentality. fostered environment violence oppression. Dehumanization results unjust order engenders oppressors, barbarizes oppressed (Freire, 2014). With resources technological advancements needs concentrated, now future, skills, emphasize employee relationships. (2015), soft skills relationships: “leaders good motivating know how interact staff ways motivate them.” defined landscape must navigate effective. tenets' foci embedded managing change, If effectively, win/win utopia; thus, still challenged boss. Corporations paying enormous fees eradicate failures. Davenport (1999) Daniel (2009) suggested although body research growing, United States lags behind other countries studying problem findings Vega Comer (2005) illuminated unwillingness organizations take stand implementing procedures, legislation, laws improve quality employees' lives. Furthermore, dignity seems distant concern continue irresponsible unaccountable followers, whose actions result having pay out significant fines escalated billions dollars. Unlike leaders, 21st-century some required develop necessary organizations. Some salient I encountered supportive–disloyalty, derailment. Supportive disloyal convince followers valuable possible support followers. On contrary, derailing waste time: want establish what let charge. However, same hesitate assign discipline superiors. In my own experience, it became easy me conceptualize intent practice leaders. symptom experienced forms bewilderment: “Why attracting negative energy? Why me?” felt maze visible exit. intensity sabotage, disloyalty, tyranny always made feel something wrong me. shortness breath due anxiety times, anxious happen next. found myself disbelief betrayal arrogance egotistic It has been perplexing situation operate place intention, yet determined Strife prevailed every setting where communication relationship minimized. offer guidelines improvement, assessing leaders' key behaviors, creating training programs, fostering feedback-rich critically important protect health issues rise, due, part, last 20 years, researchers bullying-boss phenomenon, bullying, seen steep increase number studies examining between health. Conway “Workplace represents powerful stressor severely traumatic experience profoundly shatter people's assumptions surrounding world” (para. 1). effects individual depression, anxiety, psychological distress, post-traumatic stress disorder, burnout. resulting damage debilitating. Consequences sleep disorders, fatigue women, lack vigor men, major mood adjustment socioeconomic consequences, even work-related suicide (Sansone Sansone, 2015). Self-preservation critical lesson embrace Just one examine physical health, close attention well-being. space developing courageous risks recommended. There anyone coming rescue followers; ounce energy applied elevating above conditioning encounter boss, mistake thinking especially conscious transgressions. types allow see past gains. longer victimized entangled labyrinth, shorter lifespan be. never afraid speak warfare. individuals give voice world cries out. Moreover, small so others appear bigger (Williamson, 1989). For more silently endured Today, victims suffer scars, pain, death, memory forgotten. All factors inspire active dynamic practices social reconnection (Brown, corporations thrive, there transformation old “us-against-them” mentality wholesome collaboration, communication, respect, value. eradicated all environments. Leaders inspire, lead, transform cultures seeing respecting people. connection build momentum diminishes everyone lift voice, till earth heaven ring 2008). Let us path wounded discarded without regard. (2002) stated, remember influences anything; we time. accountable responsible interactions (Pechan, 2021). While disappear, change (Sippio, 2019). David Sippio, Ph.D. researcher, speaker, publisher bullying. He currently principal owner Nu Thought Coaching Consulting Group based Orlando, Florida. Communications directed [email protected].