Leadership: Leaders, Followers, Environments

Perceived threats

Although they are different concepts, organizational instability and dynamism are related to the perception of threat in the organization. Toxic and manipulative leaders typically will suggest to followers that only they can protect them from an external and imminent threat. Business leaders similarly attempt to motivate employees by alluding to an enemy. Some high-performing teams share this “us against the world,” morale-boosting mindset to great advantage.

Finally, self-serving leaders, toxic or otherwise, will create and heighten perception of external or internal threat to gain or maintain power and control. Studies show that threatening environments tend to increase followers' support and identification with nonparticipative, charismatic leaders.¹⁰⁵ Intolerance of ambiguity and the perception of threat are associated with politically conservative views.¹⁰⁶ Regardless of political orientation, most individuals become more conservative and wish to maintain the status quo after exposure to significant threat, such as the terrorist attacks on 9/11.¹⁰⁷ When faced with great environmental turbulence or uncertainty, followers are quite willing to turn over power and control to leaders so they can “fix” the problems.¹⁰⁸ Toxic leaders understand these basic human tendencies. When the perception of threat or when a culture of dependency exists, followers are more willing to accept assertive, nonparticipative leadership. Men (and women) are not angels, as Madison noted. ...