Introduction

Citation

Goldman, A. (2006), "Introduction", Journal of Managerial Psychology, Vol. 21 No. 8. https://doi.org/10.1108/jmp.2006.05021haa.001

Introduction

About the Guest EditorDr Alan Goldman’s work focuses on toxic leadership and dysfunctional organizations, management consulting and executive coaching, cross cultural management, US-Japanese management, and organizational psychology. He is the author of seven books, and over 100 presentations and publications. Dr Goldman’s “Leadership pathology as a nexus of dysfunctional organizations” was the 2005 recipient of the inaugural Copenhagen Business School Award, a best paper award in the Management Consulting Division of the Academy of Management.

This special issue of the Journal of Managerial Psychology explores the darker, troubled side of organizations. It is an investigation that spans individual leaders, teams, and organizational systems with the common unifying principles of toxicity and dysfunction. Left undetected, unattended or misdiagnosed, simple interpersonal or team conflict may escalate and morph into a dysfunctional system. Alternately, misguided organizational policies, abrupt restructurings, layoffs and downsizings become inseparable from anxiety, burnout and workplace terrorism. In some instances toxicity originates at the top as leaders suffering from depression, adult ADHD or borderline personality disorder impact their division or company – indicating the fine line between individual and organizational pathology. Whether approached through the micro lenses of trait and personality psychology, or the via macro perspectives of systems theory, toxicity and dysfunction weave a destructive path. Dysfunctional leadership and organizations result in decreased motivation and productivity, turnover, grievances, and a revolving door at employee assistance programs. When internal interventions fall short, consultants and coaches enter as external agents attempting to assess and intervene.

In this issue the authors approach dysfunctional leaders and organizations by weaving an interdisciplinary pathway between psychology and management. The articles speak diverse languages of industrial psychology, management consulting, organizational behavior, executive coaching, and counseling psychology. The interdisciplinary venture of this issue is thought to mirror the increasingly broad repertoire of skills required of leaders in complex global organizations. Particularly in a decentralized, theory Y, TQM, Six Sigma influenced era, leadership emerges both vertically and horizontally. Team leaders, middle managers and human resource professionals are increasingly expected to work with the people side of management and participate as emotionally intelligent coaches and facilitators. When leaders turn toxic their people skills degenerate and organizational well being suffers. There is ample reason for organizations to consider the merits of designating toxin detectors and handlers as they attempt to anticipate and strategize their responses to conflict and counterproductive workplace behaviors. Healthy, functional and productive leadership clearly occupies a primary role in toxicity detection. Conversely, toxic leaders are at the nexus of the dysfunctional organization.

It is my hope that this issue will point our academic and professional colleagues in fruitful directions, and generate dialogue and research over the functional and dysfunctional in leadership and organizations.

Alan GoldmanArizona State University, Glendale, Arizona, USA