Destructive, Difficult Employees: A Leader’s Worst Nightmare

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Destructive, Difficult Employees: A Leader’s Worst Nightmare

Posted by Guest Contributor on Wed, Feb 15, 2012

As leaders we have all dealt with difficult employees that have been low performers. But, what do we do with the difficult employee that is destructive, a bully, or worse yet, sabotaging the performance of other employees or even the organization?

Bullies and tyrants are not just limited to school play grounds, they are found in the corporate board room, and even within our peers and direct reports. Understanding the impact of followers that are destructive or bullies will be explored in this article.

Definitions

Before we can look at destructive behaviors and their impact it is helpful to have an acurate definition of destructive behavior. Tepper (2000) defined abusive work behaviors as hostile and/or non-verbal behaviors that are acted out. Usually these behaviors exclude physical contact.

Destructive behavior is a systematic and repeated behavior by an individual that violates the legitimate interest of the organization by undermining and/or sabotaging the organization’s goals, tasks, resources, and effectiveness and or motivation, wellbeing or job satisfaction (Einersen, Aaland & Skogstad, 2007).

Barrow (2010) defined work place bullying as “Repetitive, abusive behavior that devalues and harms other people on the job. Workplace bullying is not physically violent but relies on the formidable weapons of hostile actions and words” (p.77).

When employees are exposed to bullies or destructive co-workers in the work place their work is impacted. Motivation is limited and productivity falters. In addition, employee health issues increase. Physical and emotional symptoms include, headaches, GI issues, depression, isolation, and in some cases suicide (Barrow, 2010). Furthermore destructive behaviors affect personal and job satisfaction including turnover intentions, health problems, psychological distress, and citizenship within the organization.

One Bad Apple

As leaders we are all busy with strategic plans, operational strategies, inspiring and motivating our employees. However, when leaders have destructive employees in the work place it makes our jobs 10 times harder to perform. What is surprising is that one bad apple can spoil and
destroy a highly functioning unit within a very short period of time; often times within a matter of a few weeks. Destructive, bullying, and toxic employees create an environment that is full of strife, angst, and destruction. It wreaks havoc on job satisfaction and creates an environment where our high performing employees, are sitting at their desks during lunch time looking at job boards or our competitors' job boards. As much as we hope and wish it is not the destructive bully leaving our organizations; it is our hard working, high performers that are exiting to remove themselves from the abuse that surrounds them.

Look for Symptoms

So what can leaders do to address these types of behaviors in the work place? For many leaders they know that it is happening but, they are not equipped to handle the bullies. Many leaders close their eyes to what happens, hoping that the problem will go away or take care of itself. In some cases organizational cultures will morph to accommodate destructive or bullying behaviors, creating a toxic environment for all (Roter, 2011). As leaders, we hope that the problem will resolve itself or go away. Yet that is not the case. Rarely do these behaviors stop and in many cases they escalate. Others see these behaviors occurring and sometimes jump on the bandwagon in hopes of becoming friends with the bully and hoping to divert their attention to someone else.

As a leader, it is important to keep your ear to the ground and look for the signs that something isn’t right.

Is there increased absenteeism in a single department?
Is there loss of productivity or high turnover rates in a department?
If employee satisfaction surveys are conducted, what are those surveys telling you?

Employee satisfaction surveys can tell leaders a lot about what is going on in the organization. Are you connected to the grapevine and hearing what is going on within the organization? Most importantly, are you and other leaders equipped to handle these types of behaviors? Partnering with your Human Resource professionals will help to identify and address these behaviors in the work place.

Bottom Line Workplace bullying and destructive behaviors are rampant in today’s work place. It can be displayed as subtle bullying behaviors or it can be displayed as aggressive, destructive and dangerous behaviors which can sabotage your organization. As a result your organization may be faced with increased turnover of high performers, increased absenteeism, and decreased productivity. As a leader you cannot afford to face these types of workplace issues. Your focus should be on the strategy of the organization. In order to maximize organizational strategy, leaders need to also address bullying and destructive behaviors. Organizations should establish policies which address destructive and bullying behaviors. Having a strong infrastructure which addresses destructive behaviors is a critical component of leadership and organizational strategy. A strong and aggressive infrastructure will help to address bullying and destructive behaviors.

Have you had experience with destructive, difficult employees? Comment in the box below so we can learn from your ideas.

References:
Barrow, L. (2010). In darkness light dawns: Exposing workplace bullying. Port Colborne, Ontario: Purple Crown.
Einarsen, S., Aasland, M., & Skogstad, A., (2007). Destructive leadership behavior: A definition and conceptual model. Leadership Quarterly, 18 (3), 207-216. Retrieved from ABI/INFORM Global.
Roter, A. (2011) The Lived Experiences of Registered Nurses Exposed to Toxic Leadership Behaviors. Doctoral Dissertation. ProQuest
Tepper, B. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(3), 178-191. Retrieved from ABI/INFORM Global.

About the Author, Dr. Annette Roter

Annette is an experienced leadership and organization development professional. Her research focus is on toxic/destructive behaviors within organizations. Her email is abroter@yahoo.com. Other posts by Dr. Roter »

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Tags: difficult employees, difficult employee, board room, destructive behaviors, Dr. Annette Roter

Comments

A very interesting article to say the least.

Happy I never experienced this in my career.

I do remember once working with a nurse who had a rep of "flying off the handle"if things were not going smoothly at work. I always made sure to stay on top of my game with her, and we ended up being great work partners. Never in all my years have I experienced bullying in the workplace. I am surprised how prevelent it must be by the article.

Posted @ Wednesday, February 15, 2012 9:06 AM by Bernadette Bailie

Very intriguing, leaders need to be prepared to identify this behavior and provide help to their staff to not only identify this destructive behavior,but,to deal with them and eliminate them. This is a great article Dr. Roter.

Posted @ Wednesday, February 15, 2012 9:21 AM by Euphemia M. Connell

Most bullies and tyrants in the workplace, in my observation, are in management. Think about it. What position would they have to be in to exercise their behavior? I have also observed a reluctance to get rid of such management on the part of HR and upper management. Now, if a non-manager behaves as such, my observations have been such that HR and management are more likely to terminate such an employee. It's as if management has their own version of a "thin blue line". Often times such an employee that is a tyrant or bully is a factor in underperforming employees. So, my question to you is, why are board of directors and/or "leaders" reluctant to can tyrants and bullies?

Posted @ Wednesday, February 15, 2012 10:15 AM by jim

Many leaders believe that aggressive or passive aggressive behavior exhibited by a problem employee will not have a toxic cumulative effect. The truth is this behavior can take over entire departments and cause irreparable harm to the overall morale and functioning of the group. Effective leadership is replete with active monitoring of employee interactions. A laissez-faire approach employed by a leader will most certainly cause issues to fester and grow uncontrollably.

Posted @ Wednesday, February 15, 2012 2:36 PM by Frank Carioti, Ph.D.

I've had the unfortunate experience of a workplace bully. It was one of the most difficult and challenging periods of my life. The stress associated with a "toxic" work environment, combined with the inability to make a "quick exit" due to a poor job market, was almost unbearable. In an effort to avoid backlash, my work days were spent trying to make myself invisible. I avoided the bully, agreed when I didn't necessarily agree and stifled every creative thought that came to mind. At night, I was on every job board trying to find a way out. This person was eventually asked to leave the organization, but the effects of the bully's "toxic" reign lingered for months and months after their departure in the form of low morale and a general feeling of mistrust. It's what ultimately led to my departure. Thank you for shedding light on this important, and often ignored, topic.

Posted @ Wednesday, February 15, 2012 2:43 PM by Melissa Pagonis, CPLP

Frank:
It depends on how much power and influence that employee has. I've seen instances where they are put out on the ice flow as it were. I've come to the conclusion that there is a place for everyone where they can do better than in a given situation. What I mean by that is that there are dynamics based on the combination of personality types in a particular group that is unique. I bet for some of the bad players, if they are placed in a different context, the outcome might be different. Team building is part art, part science. Many companies don't have a clue. That said, there are some people that need to be found redundant.

Posted @ Wednesday, February 15, 2012 2:48 PM by jim

Hello Jim, I am glad that you mentioned the destructive leader. The next article is being worked regarding destructive leaders and destructive work environments. I have found that in many cases organizations do not know how to deal with leaders that are destructive. In a recent study 18 nurses from 18 different facilities all stated that their organizations ignored the bully leader because 1) they didn't know how to deal with the leader 2) they were afraid of the leader and 3) if the leader was making money for the organization behaviors were ignored. Organizations would rather have strong employees leave the organization versus addressing negative behaviors of the leader who was making a profit. Instead of looking at the costs of turnover the bottom line was the final focus. Stay tuned for the next article!! Annette B. Roter, PhD

Posted @ Wednesday, February 15, 2012 3:47 PM by Annette Roter

Melissa, I am so sorry that you had to experience such a negative experience. It is horrible that a person's creative outlet is hindered because they are trying to "survive" and make it through the day. What a waste of talent and waste of illetectual development. I hope you have found yourself in a great place and walk with your head held high. Too many times the power is given to the bully but, it so important for the victim to take back their power! Thanks for sharing your experience.

Posted @ Wednesday, February 15, 2012 3:54 PM by Annette B. Roter, PhD

Nice article that should be given to all employers/employees in organizations to combat bullying among employees. While I've never experienced this type of behavior, I know that it exists. Hopefully, with more articles such as this we can all learn how to abolish this destructive behavior.

Posted @ Wednesday, February 15, 2012 4:11 PM by Martha

Dr. Roter, thank you for sharing the article. It is very informative and relevant. It also illustrates to me another reason why it is so important to address bullying in pre-adult years. I would hazard to guess that many of these adult bullies exhibited the same disruptive characteristics as minors.

Posted @ Thursday, February 16, 2012 6:38 AM by Marlene Hackett, PhD

I agree with the perspective here and I would like to add that the ultimate solution lies with our ability to support and empower the bullied as well as challenge the bullier. Giving people the tools to assert themselves and not live in fear is a huge part of the equation.

Posted @ Thursday, February 16, 2012 4:46 PM by Kirk Hallowell

Jim,

I agree with Dr. Roter, and you of course, that management can be the source of bullying. One issue I have found in some organizations dealing with this is that there is an in-group, and an out-group. The manager has those that it treats excessively well, the in-group. Then there are those that are the “also rans” that get most if not all of the flack, the out-group.

If I could put my finger on who the culprits are most likely to be, please no one get offended, I find this most often in organizations that have managers who have not been professionally trained but rather have been moved up through performance, or possibly some form or fashion of nepotism. Many times companies that have grown from mom and pop organizations into larger companies or corporations will have many family members, friends, or acquaintances working within the company at levels of responsibility who have never received any real managerial training. This does not mean those individuals will necessarily be bullies. However, there are many issues that can usually elicit inappropriate responses or confound these managers and cause some sort of difficulty for the company due primarily to lack of management experience or knowledge. Stressful times such as we face now in the economy can bring out the best and/or the worst out of people. One solution for these types of company environments is to put in place some form of employee training program that helps these managers to understand better how to work with, treat, and motivate supervised employees.

Most professionally trained managers are taught how to avoid being placed into such a predicament. Professionally trained managers typically learn how to treat supervised individuals and direct reports with dignity and respect. That does mean, however, these professionally trained individuals cannot still be the source of the problem, especially if the ultimate source is upper or executive management. However, given that the problem does not start at the top of the company, upper or executive management, as Dr. Roter stated, must find a way to know when these actions and/or reactions are taking place within the organization and then take action to correct it.

It is a shame that you as a valued resource ultimately succumbed to the negative pressures and had to leave the company. That is the price leadership pays when it fails to see or deal with negative issues that can impact multiple employees or groups within the organization. Some companies never recognize this issue and ultimately implode for lack of talent left within the organization. If all of the good apples are gone, what is left?

Posted @ Thursday, February 16, 2012 4:57 PM by Tim Cummuta

Very well-written and informative article! Thanks for sharing your wisdom.

Posted @ Thursday, February 16, 2012 5:48 PM by Deb Ackles

Hi Tim, Great points in your posting. There are a lot of different culprits to these behaviors. I wish we could say it was X and then address the problem but, it is found in many organizations, non-profit and for profit organizations. The sad thing is the cost of turnover of employees who leave. Many time we don't look at these costs. Something to think about. What is the cost of a high performer who leaves our organizations. Thanks for your posting. Annette

Posted @ Thursday, February 16, 2012 6:50 PM by Annette Roter

I also have experience with "toxic" employees. Their constant negative comments, overheard sarcasm about the company at large, and unwillingness to be a team player greatly impacted the team, which I was a part of. A number of us were looking for new jobs, but a bad economy really limits your choices.

I encourage anyone in this situation to speak up to your manager/supervisor. If the organization cares about productivity, they will figure out how to manage the problem. Our manager cares very deeply about how the unit functions and took action after observing the situation for a couple of months.

I appreciate the comment above about teaching employees how to manage these types of people, but it can also cause a physical altercation when the toxic employee is greatly embittered by whatever the circumstance is. In those cases, it could be dangerous to ask employees to handle this.

Our problem employees were terminated. Although the negative haze lasted a couple of months after their departure, the team is now back to functioning and working well together.

I agree, it doesn't always work out this way and often the company is left with the bad apples while the good ones find better jobs. If a manager can engender an environment of "trust" with their direct reports, they will more than likely get good feedback from them on the team and how it functions day to day. At least, that has been my experience.

Posted @ Monday, February 20, 2012 6:46 AM by Karen

The cost of a high performer would obviously be dependent on the job and industry. One thing that that has always concerned me related to the question you asked Dr. Roter is who is more profitable to a company, cheaper newer employees or experienced long term employees? Coming from my background I have always found that it is far more profitable to keep experienced people for numerous reason, better client support, lower mistakes, and on and on. However, I have also noticed that not many companies subscribe to this philosophy. In many cases the obvious strategy when faced with employees needing more money or benefits or the company attempting to drive sales people to higher achievement is, “Hey, there’s the door. There are ten people out there waiting for your job right now.” I wonder what the losses are to companies that subscribe to such philosophies?

Posted @ Monday, February 20, 2012 12:29 PM by Tim Cummuta

Dr. Roter, great article and even better comments from the group. I have always valued a strong leadership presence such as is presented by money guru Dave Ramsey on this issue. During his daily talk show, this issue was discussed and his philosophy is simple and clear: He will immediately fire any employee who engages in this type of destructive behavior.

While many organizations, especially municipal government or public schools can rarely take such a bold stance against destructive behavior, this direct approach can severely limit the impact to the overall group.

Over my years as a supervisor I have had a couple of employees with a highly destructive attitude who where bent of "taking out" as many coworkers as they could on their way out. When this takes place, strong organizational policies must be in place and the supervisor had better handle the situation with professionalism and constant documentation of the problem.

Remember, the employee wants an emotional response...if that occurs on the supervisory end, you will lose every time. Great post..thanks JJ

Posted @ Wednesday, February 22, 2012 4:45 AM by Jim Jollie

Great comments everyon. Jim, you are so right. Many times destructive or negative employees are looking for sometime of emotional response. It seems like looking for attention in order to feel fulfilled. In some cases this is negative actions and sometimes it is positive. As leaders we need to know how to channel behaviors so they are positive and not "reward" the negative behaviors.

Posted @ Wednesday, February 22, 2012 5:09 AM by Annette Roter

Great article and great comments. My experience mirrors Frank's to a great degree. Everything I know about destructive leaders I have learned from handling it badly.

As CEO, I had a senior manager who was skilled in many ways but simply toxic to the organization and many of the individuals within it. My strategy was to try to align with her and transform her. It failed in a most spectacular way and undermined my own credibility as a leader and the overall health of the organization.

If, god forbid, I have to confront that situation again, I would handle it very differently. I would calmly and respectfully confront the situation, identify and name the behavior and say that it's not acceptable. I would set very clear and concrete expectations -- and if these aren't met or if there is a single other problem, I would let that person go. Period full stop.

As has been said above, there are conditions under which it makes sense to treat that employee as embodying a symptom of a larger dysfunction in the organization and put resources into turning that person around. However, toxicity and destructive behavior is tremendously costly and has to be eradicated as early and completely as possible.

Posted @ Wednesday, February 22, 2012 1:49 PM by Cindy Myers

Good post from someone who has obviously lived it first hand. The trouble often is that the destructive behavior is not easy pin down. I have seen managers that have a great deal of talent at covering their tracks. When there is a standoff and the employee says one thing, the manager another, and no one else will come forward for fear of their jobs, what do you do then?

Posted @ Wednesday, February 22, 2012 2:31 PM by Tim Cummuta

Hi Tim and Cindy,

Great points. How difficult is it to identify the problem let alone address it. Many people fear addressing the behavior or just don't have the skills to identify and address the problems. Next months article will discuss how destructive leaders impact team work. Interesting read and I think you will surprised by the article that will help to identify problems that occur in teams as a result of destructive leaders. Stay tuned. Annette B. Roter

Posted @ Wednesday, February 22, 2012 8:45 PM by Annette Roter

What do you do when the head honcho himself is one of the bullies? That just gives the others justification for their actions. And this article does not exaggerate. Bullying in the workplace is toxic.

Posted @ Thursday, February 23, 2012 6:05 PM by Lois

Hi Lois, Great question. When the head person is toxic we find that the organization will morph into an organization that is toxic. In some cases the whole organization will evolve from strong and functioning well to an organization that is dysfunctional. This can happen very quickly and take a long time to turn around.

Posted @ Thursday, February 23, 2012 7:13 PM by Annette Roter

Employees do, in fact, bully their bosses. I was that boss and I finally had to leave in order to save my sanity. Yes, I'll admit I was inexperienced at management when I was brought on, but I had no idea how naive I was. The bullying started day one. I was faced with women that wouldn't acknowledge me, whispered, and glared at me. I was completely confused because I couldn't even put a name to what I was facing since I'd never been exposed to workplace bullying and I was being exposed to some of the worst. I was completely ineffectual as a manager because in the beginning I didn't know that managing bullies is not for the inexperienced, and in the end didn't have the wherewithal to crack the whip. Ironically, it was when I'd put my foot down as a manager that all hell broke loose-directly at me. I didn't know where to turn. I'd pretty much quit interacting with most of the people I was supposed to be managing. Honestly, looking back on it all I can see perfectly the players, my lack of skills, the the ignorance behind the meanness, as well the fuel to their aggression. One of the women had applied for my position and was not told by management that someone else had been hired-me. I'd walked myself right into a bully's boiling cauldron. When all was said and done I finally had a mental breakdown and am leaving my position. Upper management knew of the problem before I'd been hired, which is exactly why the bully was never even considered for the position, and knows of the problem still. Bullying in the workplace comes as a surprise for those of us who, by naivety and positive outlook, expect to work cooperatively, effectually, and ethically. After seven months of hell and realizing that these women are only symptoms of the organization, I'm out.

Posted @ Tuesday, February 28, 2012 9:17 PM by Ellen

Hi Ellen, First off I am so sorry that you are going through this. When I hear of these things happening it saddens me. Whether the victim is the employee or the leader it doesn't make it any better. You are so right that it does as a surprise to us especially if we have never dealt with this type of behavior. Even more disheartening is the organization knowing about these behaviors and not doing anything about it. We have to look at the cost. Let's first look at the cost to the organization, the cost to hire and fill the position, bringing you on board, lost time, unproductive work hours by the employees gossiping and thinking of ways to sabotage. Those are just dollars. What was the cost to you as the victim, you are leaving your position in a time when the economy is not the best, I am sure there has been health issues, stress, and the sense of being powerless. As leaders we can learn from this example. The problem should be addressed with the bully, instead leaders ignore the behavior hoping it will go away. That is never the case. Even if the bully gets their way, then they will be fine for a short period of time until they find their next victim. Bullies get their power from negativity. Ultimately they are insecure in their own skin. "I am going to make you feel bad, so I can feel good about myself". Ellen, I am truly sorry for what has happened. I was a victim as well and it took some time but, it will get better and you will land in place that will value you and will support you. The most important part is to take care of you!!! I wish you the best. Annette B. Roter

Posted @ Wednesday, February 29, 2012 7:04 PM by Annette B. Roter

If you have an isolated melanoma on your body, you have it cut out before it spreads, you don`t put band-aids on it and expect it to go away if you pretend it`s not there.

Posted @ Friday, March 23, 2012 1:20 AM by Robert Evans

I myself am currently managing a toxic employee. The problem is similar to the one posted by Ellen. I am the manager of a small staff (7 total including myself) however I report to supervisors that work out of a separate office. My toxic employee and I were co-workers before I received this promotion. I did have some idea of what I was getting myself into but could have never imagined all this. I came into my role with a positive attitude but was sensitive to the fact that people aren't always that accepting of change and took things slow. When this employee started to be held accountable for her poor work and blatant disrespect of company policy, she lodged a complaint against me. I am a fair person and hold all my employees to the same standard and all others would vouch for that. My director would love to help me but "hands are tied" contact HR. I contact HR and I am ultimately told to let this person sit and do whatever they want until they investigate. Being that this has been the standard answer for the last 4 months I am assuming they are taking the "hope this will all just go away" approach. The morale in this dept. is ridiculously low and I try to keep a happy face for the rest of the staff but how can I hold others accountable and ask for high quality work when there is one "apple" that can do whatever they please with no consequences. That is why I call myself "the manager who is not allowed to manage." I truly appreciate Dr. Roter's point about looking at the big picture. This may have been difficult to deal with up front but the effort that it will take to negate all the damage that has been done will far outweigh the effort it would have taken to confront this head-on. I am almost considering sending this article off to HR.

Posted @ Tuesday, April 10, 2012 3:09 PM by J

Hi J,

I am sorry that you are dealing with this issue. So many times organizations just hope that the problem will go away and will disappear, but, that never really happens. If the employee finally decides to leave and move on, then it is on their terms and often they will wreak havoc on the whole system. The best way is handle this problem is performance manage and be sure to document, document, document and then when you think you are done, document som more. Bring the facts and remove the person from the equation. Focus on the behaviors. I hope this helps. Please email me if you would like to discuss. Dr. Annette Roter abroter@yahoo.com

Posted @ Monday, April 30, 2012 2:05 PM by Annette Roter

Hi Ann, excellent article! I think you hit it dead center though I wouldn't refer to the illicit form of the phenomenon as rampant.

I had a couple of additional ideas I'd like to share along the lines of the subtle bullying you referred to - but a more implicit form of it.

What interests me is not bullying where malice or maladaptation is its main feature. Rather, my interest lies in the form that may stem from normative and adaptive evolutionary goals simply incompatible with today's world.

I agree that abusive behavior indeed is an obvious phenomenon that does occur in white and blue collar settings. I have seen it on a couple of occasions at the three dozen organizations I've experienced. But the most prevalent destructive behavior I've observed has not been overt abuse but rather along the lines of implicit and even silent behavior.

I have observed (and the literature suggests) such bullying can adversely impacting important social goals such as belonging and status. For purpose of these comments, to overload and use a term: ostracism, I am referring also to all forms of social exclusion and also social rejection.

Ostracism is more than explicit exclusion experienced infrequently. Rather, most people face it on a regular basis throughout their lives (Nezlek, Wesselmann, Wheeler, & Williams, 2012). Whether wielded in work or casual social settings, failure to invite, or covertly through appeasement, ostracism can have a powerful impact on individuals - even without a word spoken (Sommer, Williams, Ciarocco, & Baumeister, 2001). Ostracism can even result in pain and distress (Williams, 2007) - and chronic exposure can even deplete coping resources and drive employees to leave.

An organization dare not marginalize enthusiastic and productive workers and expect them to stay. Problem is, what happens in the moment-by-moment context of everyday work life is typically dictated by different and more automatic functioning than in the context when we consciously talk about it such as in training intended to reduce it.

References

Nezlek, J. B., Wesselmann, E. D., Wheeler, L., & Williams, K. D. (2012). Ostracism in Everyday Life.
Group Dynamics: Theory, Research, and Practice. doi:10.1037/a0028029

Sommer, K. L., Williams, K. D., Ciarocco, N. J., & Baumeister, R. F. (2001). When Silence Speaks Louder Than Words: Explorations Into the Intrapsychic and Interpersonal Consequences of Social Ostracism. Basic & Applied Social Psychology, 23(4), 225–243.

Williams, K. D. (2007). Ostracism. Annual Review of Psychology, 58, 425–452. doi:10.1146/annurev.psych.58.110405.085641

Posted @ Tuesday, June 19, 2012 12:43 AM by Mark Graybill

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Using the HubSpot Blog

Destructive, Difficult Employees: A Leader’s Worst Nightmare

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Destructive, Difficult Employees: A Leader’s Worst Nightmare

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One Bad Apple

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