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Photo by Nikoli Afina on Unsplash
In workplaces across the UK and beyond, productivity figures, bottom lines and performance metrics tend to dominate the conversation. But beneath the spreadsheets and quarterly targets, there’s a quieter, more insidious problem that many organisations overlook until it’s too late: toxic leadership.
Toxic leadership doesn’t always shout. It doesn’t necessarily storm into rooms or slam doors. Sometimes, it’s quieter — a drip-feed of criticism, a lack of transparency, favouritism, or neglect. And although the signs may be subtle, the consequences are anything but.
While the term “toxic” may sound dramatic, its effects are very real. And when left unchecked, it doesn’t just hurt individuals — it eats away at team morale, erodes trust, stifles creativity, and damages long-term organisational health.
What Does Toxic Leadership Look Like?
Toxic leadership isn’t confined to one personality type or management style. It can show up in different guises:
- The Micromanager who suffocates employees with control and undermines their autonomy.
- The Narcissist who needs constant validation and blames others when things go wrong.
- The Ghost — the leader who’s simply absent, failing to provide direction, support, or even basic recognition.
- The Bully who rules by fear, belittles others and creates a culture of silence.
- The Politician, ever-scheming, creating division and cliques to maintain power.
What these approaches share is a failure to build psychological safety — the belief that one can speak up, make mistakes, ask questions or take risks without fear of ridicule or retaliation. When leaders strip this away, people withdraw. They play it safe. They stop caring.
The Hidden Costs of Toxic Leadership
The impact of toxic leadership often goes unmeasured because it doesn’t immediately show up in financial reports. But over time, it creates ripple effects that damage the very fabric of an organisation.
Here’s what it tends to look like:
- High Turnover
People don’t leave jobs; they leave managers. When employees feel undervalued or threatened, they walk. Replacing talent is expensive, time-consuming and disruptive. - Low Morale
Even those who stay may disengage. Apathy replaces passion. Energy drops. Meetings feel like a chore. Initiatives stall. - Poor Communication
Toxic leaders often breed a culture of blame, secrecy or “yes men”. Staff become afraid to raise concerns or admit mistakes. Collaboration suffers. Innovation stalls. - Mental Health Strain
Anxiety, burnout, and depression — all can be worsened or triggered by a toxic workplace. Leaders have a duty of care, and toxic behaviour breaches that trust. - Reputational Damage
In today’s connected world, employee reviews, social media and exit interviews can quickly expose poor leadership. A toxic culture can scare off top talent and damage customer perception.
All of this is bad for business. But more importantly, it’s bad for people. And that’s where coaching comes in.
Why Coaching Is Part of the Solution
Coaching isn’t a fluffy perk reserved for top executives. It’s a practical, powerful way to change behaviour, raise awareness and repair the damage toxic leadership has caused. Done well, it can both prevent toxic dynamics and rehabilitate those caught in them.
Let’s explore how.
1. Coaching Builds Self-Awareness
One of the defining traits of toxic leaders is a lack of self-awareness. They may not realise how their words or actions affect others. Coaching helps shine a light on blind spots. It invites honest reflection, helping leaders see patterns they hadn’t noticed or been willing to confront.
Skilled coaches ask the difficult questions:
- What assumptions are you making?
- What feedback are you avoiding?
- What impact do you think your team experiences after a typical meeting with you?
That insight alone can be a turning point.
2. Coaching Encourages Empathy and Emotional Intelligence
Empathy is often the first casualty in toxic environments. Coaching provides space for leaders to reconnect with their teams as human beings, not just performance metrics.
Through coaching, leaders learn to listen, not just instruct. To respond, not react. To lead with curiosity, not control. This builds emotional intelligence — the ability to manage one’s own emotions and respond effectively to others, which is crucial for healthy leadership.
3. Coaching Restores Confidence and Trust
It’s not just the leaders who benefit. Coaching for staff affected by toxic cultures can be equally transformative. Victims of toxic behaviour often lose confidence, doubt their instincts, and struggle to speak up.
Coaching creates a safe, supportive space to rebuild that inner strength. It validates their experiences, helps reframe negative narratives, and empowers them to set boundaries or consider next steps — whether that’s staying, shifting roles, or leaving altogether.
For teams, group coaching can begin to heal fractured dynamics, clarify shared values, and rebuild trust.
4. Coaching Creates Accountability Without Shame
One of the myths about addressing toxic leadership is that it has to be punitive. While there are cases where formal HR action is necessary, coaching offers a non-judgmental but firm route to behavioural change.
A coach doesn’t let a leader off the hook. Instead, they encourage ownership. A good coach will challenge, support, and hold leaders accountable to their goals, commitments and personal growth.
That accountability, paired with compassion, creates lasting change.
5. Coaching Models the Culture You Want
Culture isn’t created by posters in the break room or a quarterly town hall. It’s shaped daily by how people interact, especially those at the top.
When coaching becomes part of organisational life, it models values like openness, reflection, adaptability and growth. Over time, this shapes a workplace where feedback is welcomed, conflict is managed constructively, and leadership is earned, not imposed.
What Can Organisations Do?
Tackling toxic leadership isn’t easy, especially if it’s deeply embedded. But it’s not impossible. Here are some practical steps organisations can take:
- Identify the Early Signs: Don’t wait for a crisis. Monitor employee engagement, turnover, and internal feedback. Listen to whispers — they often carry the truth.
- Invest in Coaching Across All Levels: Coaching shouldn’t be a privilege reserved for executives. Provide access to managers, team leads and employees who show potential or need support.
- Embed Coaching into Culture: Make coaching part of development plans, not just a last resort. Encourage peer-to-peer coaching and create regular reflection spaces.
- Create Safe Channels for Feedback: If employees can’t speak up without fear of repercussion, nothing will change. Create anonymous tools, open forums, and a culture where feedback is a gift, not a threat.
- Hold Leaders to Account: No one should be above scrutiny. Use 360 feedback and clear behavioural expectations. Make it clear that leadership means more than results — it means how you get them.
Final Thoughts
Toxic leadership is not just a personal failing. It’s a systemic issue that affects everyone, from the intern to the CEO. Its damage can be invisible, but its consequences are far-reaching. And in a time where wellbeing, inclusion and resilience are more valued than ever, ignoring toxic dynamics is no longer an option.
Coaching is not a silver bullet, but it is one of the most human, effective tools we have. It meets people where they are. It invites curiosity, growth and change. And it turns leadership from a position of power into a practice of presence.
So, if we want healthier workplaces, braver conversations and more compassionate leadership, we must do more than spot toxic behaviour. We must give people the tools to change it.
Coaching is a very good place to start.
