Simorgh Magazine Issue 63, June 2014

613- 366-2278
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Publisher: Simorgh Publication
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How Toxic Can This Place Get?
Platos insight many years ago:

Know thyself. New toys only
(gym, coffee maker, etc.) for the
office will not suffice in building
employee engagement and morale.
These toys do not go deeply
enough. Otherwise, employee
disengagement becomes the norm.
The costs will be enormous. I will
expand on this reality in a future
article.20
Michael
E-mail: worthplace@gmail.com
Mobile: (613) 898-7733
(Endnotes)
1
Described in Part II (May 2014)
of this series in greater detail.
2
In a future article I will
write about the matter of disengaged
employees.
3
As we saw with the first
deadly IN INtention such a leader or
manager deliberately intends to create
pain for the employee.
4
See The Office, Business
Ethics, NBC.com, 1:52. Website: http://
www.nbc.com/The_Office/video/
businessethics/741961/. Accessed
October 23, 2010. Cited in Tashana SimsHudspeth, Workplace disengagement:
Are you creating a culture of silence?
(Columbus, Ohio) Examiner.com,
July 11th, 2010. Website: http://www.
examiner.com/workplace-issues-incolumbus/workplace-disengagementare-you-creating-a-culture-ofsilence.
Accessed October 23, 2010.
5
Peter J. Frost. Toxic Emotions at
Work and What You Can Do About Them.
Cambridge, Mass.: Harvard Business
Press, 2007, p. 57.
6
Peter J. Frost. Toxic Emotions at
Work and What You Can Do About Them.
Cambridge, Mass.: Harvard Business

Press, 2007, p. 14.
7
F. Abaloui, Workplace
Sabotage: Its Styles, Motives and
Management, Presentation at Workplace
Bullying 2000 Conference, Oakland, CA:
January 2000. Quoted in Peter J. Frost.
Toxic Emotions at Work and What You
Can Do About Them, p. 15.
8
Results of the 2010 WBI U.S.
Workplace Bullying Survey, Workplace
Bullying Institute. Website:
http://www.workplacebullying.org/
research/WBI-NatlSurvey2010.html.
Accessed October 28, 2010.
9
Ronald C. Arnet, Professional
Civility: Reclaiming Organizational
Limits, in Janie M. Harden Fritz and
Becky L. Omdahl (Eds). Problematic
Relationships in the Workplace. New
York: Peter Lang Publishers, 2006, p.
234. The percentage of employees who
said they had been treated rudely grew
almost 50% in 2005 from the 25% that
indicated the same experience in 1998;
in 2005 95% of employees in the United
States reported experiences of incivility
from their colleagues. In Christine
Pearson and Christine Porath. The Cost
Of Bad Behavior: How Incivility Is
Damaging Your Business and What to Do
About It. New York: Portfolio, 2009, pp.
x, 3.
10
Becky L. Omdahl and Janie M.
Harden Fritz, Introduction, in Janie
M. Harden Fritz and Becky L. Omdahl
(Eds). Problematic Relationships in
the Workplace. New York: Peter Lang
Publishers, 2006, p. xv.
11
Sandra Metts, William R.
Cupach and Lance Lippert, Forgiveness
in the Workplace, in Janie M. Harden
Fritz and Becky L. Omdahl (Eds).
Problematic Relationships in the
Workplace. New York: Peter Lang
Publishers, 2006, pp. 252 and 253.
12
Jon A. Hess, Distancing from
Problematic Coworkers, in Janie M.
Harden Fritz and Becky L. Omdahl
(Eds). Problematic Relationships in
the Workplace. New York: Peter Lang
Publishers, 2006, p. 210.
13
Grard Ouimet, Dynamics of
Narcissistic Leadership in Organizations:
63
Towards an Integrated Research Model,
Journal of Managerial Psychology,
Volume 25, Issue 7, pp. 713-726. Key
terms (e.g., Dark Triad are located in
this reference.
14
William Dimma, quoted in
Michael Valpy, The Globe and Mail,
Wednesday, November 29, 1989, p. A8.
See also Joel Bakan. The Corporation:
The Pathological Pursuit of Profit and
Power. London: Constable, 2005, 256
pages. ISBN 13: 978-1-84529-174-7
15
Easing the Strain a National
Focus, National Post, October 6, 2011,
p. JV3.
16
Kathryn May, Ottawa
Depression Capital of Canada,
Ottawa Citizen, Wednesday, September
22, 2010; Tasha Kheiriddin, Ottawa,
Depression Capital of Canada? National
Post, September 22, 2010. Website:
http://fullcomment.nationalpost.
com/2010/09/22/tasha-kheiriddin-ottawadepression-capital-of-canada/ Accessed:
Tuesday, March 25, 2014.
17
Kathryn May, Trust
Gap a Growing Problem for Public
Servants and Politicians, Think-Tank
Warns, Canada.com, March 20, 2014.
Website: http://www.canada.com/news/
Trust+growing+problem+public+ se
rvants+politicians+think+tank+wa
rns/9641437/story.html. Accessed
Tuesday, March 25, 2014. I spoke of the
idea of gap in Part II in relation to the
sixth deadly or toxic IN INstitutional
manifests a say-do gap.
18
Narcissism, Machiavellianism,
psychopathy.
19
J.M. Twenge, S. Konrath,
J.D. Foster, W.K. Campbell and B.J.
Bushman, Egos Inflating Over Time:
A Cross-temporal Meta-analysis of
the Narcissistic Personality Inventory,
Journal Of Personality, Volume 76,
2008, pp. 875-901.
20
See Deborah Aarts, The
Truth About Employee Engagement,
Canadian Business, Volume 87, Issue 2,
March 2014, pp. 31, 32, 34-35.
46
63
Canadas federal government,
was the depression capital of
Canada, that is, a workplace
that fostered mental illness and
depression!16

The Public Policy Forum
(PPF) in Ottawa, Canada, is quite
concerned about the existing
trust gap between public
servants (the government) and
politicians.17 The politicians
have initiated enormous changes,
downsizing and economic restraint
all factors that in the hands
of narcissistic leaders, whether
politicians or public servants
makes fertile ground for toxic
environments and bullying. What
makes these conditions unhealthy
is that narcissism and its deceitful
personality dimensions are also
linked to Machiavellianism
and psychopathy. These three
personality dimensions18 are also
known as the Dark Triad which
is also positively correlated with
authoritarianism and sadism.
What a recipe for developing
toxicity in organizations! The
main personality characteristics
of this Dark Triad encompass the
following dimensions:

High impulsivity
Callousness
Interpersonal manipulation
Exploitation
Stimulation seeking
Superficial charm, and
Remorselessness
The Public Policy Forum (PPF)

suggests offer 10 leadership
profiles for the key leaders for
tomorrow (indirectly obviating
47
and minimizing the temptation to fall victim to the Dark triad

personality types). I have provided a visual to capture these styles
(Figure 1).
Figure 1: PPF Leadership Profiles for Tomorrows Leaders
1. Astute Strategist: quick thinker, broad knowledge, good

judgment;
2. Empathetic Facilitator: relationship builder, communicator,
manages expectations;
3. Pragmatic Technophile: embraces innovation, new technology,
understands risk;
4. Catalyzing Agent: adapts to change, good motivator, seizes
opportunities;
5. Prudent Manager: business-savvy, manages budgets,
resourceful;
6. Persuasive Entrepreneur: curious, creative, sells an idea;
7. Shrewd Diplomat: political acumen, thick-skinned, negotiator,
juggles many priorities;
8. Fearless Adviser: honest, integrity, filters information, knows
when to push and step back;
9. Passionate Talent Scout: enthusiastic, manages talent, values
leadership and diversity; and
10. Inspirational Team Captain: leads by example, authentic,
positive, team player.

Given how important critical healthy styles of leadership are
today, it is troubling news to read that the prevalence of narcissistic
personalities has increased in the American population.19 Such a
reality is a warning bell to organizations, especially in their hiring and
training efforts. If such prevalence becomes the dominant factor in
leadership and in governing then society has a major ethical and social
responsibility to do something about that. Something is critically wrong
with its moral compass. A job not only affects the employee but also
the employees family as well as the future of society. The outreach of
workplace toxicity is like a virus. The inoculation against it involves
ethical integrity and authenticity, both of which rely intrinsically upon
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is healthy and has emotional
intelligence, he/she will offer an
apology. Two 2010 WBI U.S.
Workplace Bullying Surveys
(6,302 employees) show that
35% of workers (an estimated
53.5 million Americans) have
experienced bullying firsthand
(this would be four times more
prevalent than illegal harassment).
An additional 15% have witnessed
it. Earlier in 2003 WBI found
that targeted individuals suffered
debilitating anxiety, panic attacks,
clinical depression (39%), and
even post-traumatic stress (PTSD,
30% of women; 21% of men).8

While professional
civility is a sine qua non for
todays organization, in many
toxic organizations it is trampled
upon. Although admittedly a
fuzzy metaphor,9 professional
civility aims at cooperation in
the workplace, irrespective of
ones likes; any conflict should
stem from differences in ideas or
style, not from personal relations.
Professional civility assumes
respectful limits with and among
employees. Bullying disrespects
such boundaries and is a factor
that contributes to perceptions of
unpleasant work relationships or
to environments that may spawn
them.10 Although overlapping
with incivility, bullying tends
to encompass more intense
and typically repeated acts of
disregard and rudeness. It links
the problem of disengagement
in that the person bullied feels
threatened, vulnerable, and unable
to defend him or herself against
recurring negative actions.11 It is
49
understood from the research that

the typology of bullying
can even create a toxic work
environment for any organization:
threats to professional status
(e.g., belittling opinions,
humiliation) and to personal
standing (e.g., sarcasm,
insults), isolation (physical
or psychological), overwork
(undue pressure, impossible
deadlines), and destabilization
(e.g., allocation of meaningless
tasks, setting up an employee
to fail). With such negative
behaviour from problematic
coworkers, disengagement will
often show up in an employee
simply holding back or trying
to hide their personal self, not
making emotional and nonverbal
connection with the other in
the literature also called zoning
out12 or simply just interacting
less personally. Bullying,
and indeed toxicity, in any
form not only intimidates, but
depersonalizes and contributes to
an employees lack of self-worth
and meaning.
A Final Note

It would be remiss of
me not to mention a common
particularity of dysfunctional
leadership and the creation of
organizational toxicity. Such a
common underlying symptom
is commonly called narcissistic
leadership.13 When a narcissist
leader is running the department
or organization, the focus is
always on exercising power but
motivated only by personal and
selfish aims and goals. Narcissistic
leaders always want to show that

they are superior to those around
them. Hence, their actions are
always in lieu of how to make that
show more and more obvious
whether that means more layoffs
to serve a better bottom line or
ROI and using what is known as
the MEGO strategy for business
ethics: My eyes glaze over!
William Dimma, past Chair of
the Board of Governors, York
University, and member of the
Order of Canada in 1966, once
said, The shareholder does not,
must not, win every pot.14

But even today in 2014,
this is a very difficult insight
for many business leaders to
believe in since ROI (Returnon-Investment) is the main
driver for business. There is
nothing inherently wrong with
such an emphasis. ROI is out
of proportion, however, when
it becomes the only purpose of
business. If narcissistic leaders are
in charge, then employees must
beware or they will get trampled
in the daily workings out of such
an optic in their business practices.
What employees yearn for is
rather ROIR: Return-on-Integrity
(or Investment)-in-Relationships.
So much stress and illness and
turmoil occur when ROIR is
ignored or missing. The Canadian
economy loses up to $51-billion
annually due to mental health and
addiction issues, according to a
2004 World Health Organization
study. Almost $20-billion of that
is due to workplace losses.15 In
late fall 2010 discussion centred
on whether Ottawa, the home of

Cultivating Leaders for the New Worthplace
Dr. Michael Rock
Licensed Emotional Intelligence Facilitator
Professor (Adjunct, ret.), Ethics and Leadership
University of Guelph, Ontario
Simorgh Magazine, June 2014
PART III
In Part I we looked at some case examples of

two CEOs who created toxicity in the workplace.
In Part II we examined the issue specifically of
organizational toxicity and how it seems to contain
what Harvards Peter J. Frost calls the seven deadly
INs called1: INtention, INcompetence, INfidelity,
Insensitivity, Intrusion, INstitutional forces, and
Inevitability. These seven deadly INs are toxic
because they undermine peoples confidence and
hope, and workers are left emotionally spinning
in the air and trying to figure out what happened
and what is going to happen next. They also
create enormous disengagement by employees
so that while work may be getting done, because
employees are emotionally not into it, so much
more could be accomplished if there were more
passion and enthusiasm to do the work. The worst
of the disengaged employees are actually physically
destructive to the organization!2 In this concluding
piece, Part III, I want to examine briefly how
bullying is integral to toxicity in organizations as
well as provide a snapshot of how the Policy Forum
(PPF) describes 10 leadership profiles that are needed
63
for the key leaders for tomorrow

I realize that no workplace is without
employees who suffer to one degree or another from
some kind of emotional pain. We are human beings
after all. But many organizational situations are
truly toxic and, as such, create employee pain.3 One
manager who found himself in such a workplace said,
I quit my job and in this environment that is crazy.
But I couldnt take the disrespect from my boss and
the way nothing ever got solved, even when problems
were right in their faces. No job is worth your self
respect.4 Toxicity includes the lack of empathy and
even the infliction of hurt. Frost writes that toxicity
is an unfeeling response [that] undermines
peoples confidence, esteem, dignity, and sense of
connection to others.5 We know also that toxicity,
of course, often comes with change.6 There is pain
and discomfort emotionally with most organizational
changes, but it is the lack of empathy on the part of
leaders and managers when employees are struggling
and working their way through such changes that
creates much of the toxicity. Researchers have even
found that 65% of acts of sabotage can be linked to
perceived discontent and unfairness.7

An often ever-present and accompanying
reality with organizational toxicity is that of bullying
in the workplace. Bullying and a personal sense
of inadequacy go hand in hand. Its the old adage,
When in doubt, shout! Bullies are always in doubt;
therefore, they literally will shout, use abusive
language and behaviour. Its their inadequate sense
of trying to establish a personal space for themselves
all the while alienating those around them. True
hospitality, whether at home or at work, is creating a
safe space for the other person, a family member or
employee. Addictive-codependent relationships will
always have that lack of feeling safe with people.
Its an insecurity that breeds hostility, cowardice,
and a shut-down of effective communication.
There is always communication but it is abusive
communication. Any behaviour that systematically
degrades another person, verbally or nonverbally, is
bullying. If such behaviour is an unanticipated result
of a managers actions or words, if that manager
50
63
ARYA FOOD MARKET
3 for $3.99

Tel: (613) 594.3636 Fax: (613) 594.8377
508 Gladstone Ave. Ottawa
51

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Mega Automobile
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Natural Health
Nutrition
)Nasrin Saba (Dentist
Azadeh Ardekani
613-695-8600
613-884-7692
Dr. Maryam Hasanzadeh
613-241-1010
613-302-9738
)(Counselor
Sogol Kafi
)(Psychotherapist

Bijan Fard
Ali Pahlavani
613-232-1432
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Electro Pulse
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613- 366-2278

?How Toxic Can This Place Get

(structural analysis and balancing)

(a branch of Osteopathic manipulation, very gentle)

Conditions commonly addressed:

FREE use of Infrared sauna

249 North River Rd.

Tel: (613) 291-6132

Persian Lunch Buffet

Kanata: 11:00am - 2:00pm

Dine In, Take Out, Delivery

DINE IN TAKE OUT DELIVERY

613 -270 - 8866 Kanata

Dine In, Take Out, Delivery

Commissioner of Oath/Notary Public

)Behzad A. Rezai (Bobby Bar

185 Somerset Street West Suite 305

185 Somerset Street West Suite 305

BROUGHT TO YOU BY RADIO PARVAZ & BIA2OTTAWA

Vincent Massey Park - 12:00 PM

Our services include:

Cell: (613) 327-0138

OFFICE SPACE FOR RENT

A&M Dreams INC Professional building

tel: (613) 261-1356

107-250 Centrum Blvd.

Cell: (613) 617-8115

381 Kent Street Suite 325

Dr. Maryam Hassanzadeh

Book Online: www.kentchiromed.com

Specialization: Depression, anxiety, anger, grief and loss, self-esteem,

Sogol Ka M.A., CCC.

275 Slater Street, Suite 910

(613) 884-7692 www.sogolka.com

CPP Canada Pension Plan

How Toxic Can This Place Get?

Platos insight many years ago:

Cambridge, Mass.: Harvard Business

The Public Policy Forum (PPF)

How Toxic Can This Place Get?

and minimizing the temptation to fall victim to the Dark triad

Figure 1: PPF Leadership Profiles for Tomorrows Leaders

1. Astute Strategist: quick thinker, broad knowledge, good

SPA Facial, Manicure and Pedicure

My Spa Services Include (mobile/home):

$30 PER SESSION ONLY!

4591 Carrington Place

How Toxic Can This Place Get?

understood from the research that

leaders always want to show that

How Toxic Can This Place Get?

How Toxic Can This Place Get?

In Part I we looked at some case examples of

for the key leaders for tomorrow

ARYA FOOD MARKET

Arts Body Shop

Dr. Maryam Hasanzadeh

Radio Parvaz 97.9 FM

Immigration Canada 613-238-5462

FREE CLASSIFIED ADS

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