Image from “The Pied Piper of Hamelin” by Robert Browning; Illustrated by Kate Greenaway, 1910.
Introduction
For some of us, being a follower can be a negative or positive characteristic of our personality traits (Northouse, 2018). This notion is because the general public views leadership as a more valuable trait than those associated with being a follower. However, the critical role that followers must play is essential to determine what type of leader they will decide to lead them in their collective purpose. At times followers are empowered to change through choosing and following an admirable leader. The contrary is true when susceptible followers allow unethical leaders to lead their collective effort to sustain destructive and counterproductive activities (PSU WC, 2022). Regardless, leaders and followers share the same responsibility to maintain and promote ethical, legal, and moral behaviors to prevent counterproductive behaviors from flourishing in organizations.
Toxic Triangle
Weak administration, unethical leaders, and susceptible followers are the perfect elements for a toxic relationship between followers and dishonest leaders (Johnson et al., 2017; 2019). These counterproductive elements in leadership and fellowship make organizations abuse the public in imaginable ways. As followers and leaders, we must understand the characteristics and means by which followers contribute to beneficial leadership and organizational outcomes (PSU WC, 2022). Moreover, we must realize that we are equally responsible by either choosing to act the role of a follower or deciding to lead a group of people, the responsibility of our ethical, moral, and legal actions still in our control.
Susceptible Followers
Susceptible followers give rise to unethical leaders (Johnson et al., 2017; 2019), where the vulnerability of followers’ dark traits gives rise to the behavior of unscrupulous leaders. Take, for example, Bernard Madoff Ponzi scheme, which caused hundreds of people to lose their lives savings (Cohn, 2018). To start, we might think that Bernard Madoff orchestrated the whole Ponzi scheme by himself. But what the public later discovered was that the entire scheme was facilitated by Madoff’s inner circle composed of some of his most trusted employees, such as Frank DiPascali, Madoff’s chief financial officer and right-hand man. This example of susceptible followers facilitating unethical leaders to misbehave. Allow us to examine the relationship between leaders and followers further.
Unethical Leaders
The amount of unethical behavior in a leader encourages an unethical climate in an organization that increases the likelihood of attracting similar followers (Cialdini et al., 2021). Followers who exhibit dark traits of narcissism, Machiiavillism, and psychopathy are more prompt to follow and actively participate in the unethical demands of the leader (Nothouse, 2018, p. 369). For example, a dishonest leader might decide to conduct counterproductive activities that might cost the organization to suffer. On the other hand, followers might yield to these counterproductive activities mainly because they are passive or submissive and only desire to conform to their unethical leader (Nothouse, 2018, p. 356). Based on these observations in past studies (Northouse, 2018), it’s essential to realize that unethical leadership impacts followers and their organizations in multiple ways.
Concluding Remarks
In conclusion, the toxic triangle involves susceptible followers, unethical leaders, and counterproductive organizational administrations; these crucial elements are essential to monitoring closely. Primarily because gullible followers give power to dishonest leaders that facilitate the process of persuading and leading others with means to satisfy their counterproductive tendencies; therefore, it’s within our responsibility as followers or leaders to closely monitor our own “dark traits” (PSU WC, 2022), so we don’t become victims of our own psychological fallacies at choosing or leading the wrong leader or group of people.
References:
Northouse, P .G. (2018). Fellowship. Leadership: Theory and Practice (9th ed.) (pp. 352-385). Los Angeles: Sage Publications.
Johnson, E. N., Kidwell, L. A., Lowe, D. J., & Reckers, P. M. J. (2017;2019;). Who follows the unethical leader? The association between followers’ personal characteristics and intentions to comply in committing organizational fraud. Journal of Business Ethics, 154(1), 181-193. https://doi.org/10.1007/s10551-017-3457-y
Pennsylvania State University World Campus (2022). PSYCH 485 Lesson L03: Fellowship and Destructive Leaders. Retrieved from https://psu.instructure.com/courses/2177519/modules/items/33991662
Cohn, S. (2018, December 11). 10 years later, here’s what became of Bernie Madoff’s Inner Circle. CNBC. Retrieved January 28, 2022, from https://www.cnbc.com/2018/12/09/heres-what-became-of-bernie-madoffs-inner-circle.html
Cialdini, R., Li, Y. J., Adriana, S., & Wellman, N. (2021). How bad apples promote bad barrels: Unethical leader behavior and the selective attrition effect: JBE. Journal of Business Ethics, 168(4), 861-880. doi:http://dx.doi.org/10.1007/s10551-019-04252-2
Pennsylvania State University World Campus (2022). PSYCH 485 Lesson L02: The Dark Side of Personality. Retrieved from https://psu.instructure.com/courses/2177519/modules/items/33991644
I think your right about followers being positive or negative. I believe that followers attitudes come from the types of leaders they decide to follow. By having leadership that has a positive attitude towards the things do daily can have an impact of their followers and those individuals will see that being positive everyday towards their work and others will go a long way. Sometimes the follower doesn’t have a choose you their leader is, but if that individual is positive and believes in doing the right ethical thing every day can outweigh the bad in their leader as long as they stay true to themselves. The follower can politely talk to the unethical leader in a positive way (as long as they will listen) and let them know what the see and maybe the follower can help them change their ways. Organizations usually look at both the leader and their followers on how business is conducted daily, if the leader and the follower is unethical or has a negative characteristic it will be said to the leader, then the leader will take it on the follower.
The toxic triangle will continue to carry on in the organization if both the leader and the follower have negative characteristics. The follower may have unmet needs, such as security, certainty, they may need to feel special or wanted, and they may need reassuring (PSU, WC, 2022, L. 3). If the leader stays ethical, moral and ensures the follower that being positive in the organization will help to be a good leader one day when they are put in a leadership position, and it will help to end the trend of destructive leadership.
When unethical leaders are stopped in their tracks, the trend will continue to happen until it is too late to correct the issue, these actions are passed on to the follower, then themselves will turn into unethical leaders when they reach the position to be a leader. Northouse (2022) states that “red flag” behaviors of the “dark side” followers take credit for other members work, they self-promote themselves, are aggressive when they are given feedback, they tend to control others, even manipulate and bully in the workplace (Northouse, 2022, p. 69). This type of behavior comes from the leadership within the organization by not doing what is right and punish their followers. The follower feels that if the leader is doing it, then it is ok for them to do the same.
In the end, an unethical leader should be punished as well as the follower that is doing the same, and leadership should also, let everyone else know that this type of behavior will not be tolerated in the workplace by leadership or by their followers. If the leader has a positive outcome on their everyday work and leadership, then the follower will have the same attitude as their leader, this will help in the long run when they are in leadership.
References:
Northouse, P.G. (2018). Fellowship. Leadership: Theory and Practice (9th ed.) (pp. 352-385). Los Angeles: Sage Publications.
Pennsylvania State University World Campus (2022). PSYCH 485 Lesson L03: Fellowship and Destructive Leaders. Retrieved from https://psu.instructure.com/courses/2177519/modules/items/33991662