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Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

Zhang-Rauch (p. 64-70)

Alam-Yasin (p. 71-78)

Mattare-Monahan-Shah (p. 79-94)

Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF LEADERSHIP, ACCOUNTABILITY AND ETHICS

The Cost of Toxic Leadership: What the Board Didn’t See

Author(s): Helen MacLennan

Citation: Helen MacLennan, (2014) "The Cost of Toxic Leadership: What the Board Didn’t See," Journal of Leadership, Accountability and Ethics, Vol. 14, Iss.4, pp. 100-103

Article Type: Research paper

Publisher: North American Business Press

Abstract:

Sherry was held in high regard by the board of directors. She successfully managed a large and highly profitable real estate portfolio in the Southeast, driving revenue up and costs down. However, her toxic leadership style drove many employees away; some of which went on to lodge complaints with OSHA and the EEOC. What the board didn’t see was how much her toxic leadership style was costing the organization