You will probably recognise toxic leaders when you encounter them. They are the ones whose presence shifts the atmosphere, whose emails create unease, or whose behaviour limits others’ thinking. They often interrupt, frequently overlook contributions and hamper other people’s growth. While this behaviour is often seen as unfortunate but acceptable, the impact on employee well-being is corrosive.
Leadership shapes not only what people do, but how they experience their work and how they see themselves. In other words, leaders are responsible for the psychological environments they create. Research has highlighted leadership as a central influence on employee wellbeing.
Unfortunately, most employees report having experienced at least one toxic manager. Even well-intentioned leaders may, at times, engage in toxic behaviour that diminishes others.
Our new research shows consistent declines across all dimensions of the wellbeing of employees who report to toxic leaders. Results from 273 employees highlighted negative impacts on emotions, engagement, relationships, meaning and accomplishment. The most pronounced effects appeared in their mindset and physical health, and affected employees said they experienced less enjoyment in their work and a reduced sense of purpose.
From a psychological perspective, our findings are concerning. Positive emotions, engagement, healthy relationships, meaning and accomplishment are central to humans’ ability to thrive. Without these, work becomes something to endure rather than a context for growth.
These experiences rarely remain confined to the workplace; they tend to influence broader aspects of life. The happiness of employees has been found to have an impact on an employer’s bottom line – employees who experienced joy at work achieved 25% higher sales per hour, according to one analysis.
In fact, research has found that having emotional needs met, feeling valued and doing meaningful work could even be stronger predictors of performance than pay.
How toxic energy spreads
Leaders contribute to the energy of a workplace through their everyday interactions in what is known as “emotional contagion”. This is the process by which emotions and moods are transmitted between people through everyday interactions. When that energy is toxic, it can spread through teams and organisations, shaping how people feel and relate to one another.
The good news is that emotional contagion works both ways. Our research also examined “positively energising leadership” (PEL). This offers a way to understand leadership as a force that enhances others’ capacity. Positively energising leaders can produce extraordinary results and drive positive outcomes in the workplace.
These leaders can be defined by two dimensions. The first is relational energy – the kind of energy that arises through interaction. For example, a manager who greets team members by asking about their weekend, listens to the answers and remembers them the next week can generate more relational energy in three minutes than a leader who sends dozens of emails over the course of a day.
Unlike physical energy, relational energy can be created and shared through attention, connection and presence.
The second is virtuous behaviour. This includes expressing gratitude, demonstrating integrity, offering support and treating others with respect. Taking time to listen to colleagues is a powerful way to build connections and strengthen relationships.
For leaders, there are three key practical implications. The first is to approach interactions thinking about how you might help the other person feel capable and valued. The second is to attend to your own well-being. The third is to invite feedback on your impact, asking employees how you can be a better leader and enhance their well-being. This information allows you to refine and enhance your leadership skills.
For employees working under a toxic leader, the situation is more difficult. However, there are a few things that you can do. Where possible, seek out positive relational energy from other sources: supportive peers or colleagues in other teams. This can buffer the negative effects of a toxic leader.
It is also helpful to allocate time for recovery and small wellbeing practices outside the work context. Finally, consider raising your concerns with trusted people, such as coaches, mentors, or HR colleagues. It is important to reflect honestly on whether you can sustain your performance and well-being under a toxic leader.
Leadership is expressed through everyday moments. In every interaction, leaders contribute to an environment in which people can thrive or feel diminished. These moments shape whether workplaces become spaces where people realise their potential or just places they must endure.