TOXIC LEADERSHIP AND ITS IMPACT ON FOLLOWERS AND THE COMMAND AT THE UNITED STATES NAVAL ACADEMY

The purpose of this thesis is to determine if the toxic leadership model proposed by Padilla, Hogan, and Kaiser in 2007 is supported by data collected at the United States Naval Academy in 2018. Specifically, that when a subordinate ranks their leadership low due to toxic leader traits, they will have lower organizational commitment indicating a more conducive environment, and trust for their peers will be lower indicating that there are susceptible followers who are either conforming to the toxic leadership or colluding with the toxic leadership. The analysis of the data showed that there was a moderate correlation between the existence of a toxic leader and a conducive environment, even after accounting for susceptible followers. This correlation supports part of Padilla, Hogan, and Kaiser’s 2007 toxic leadership model, that when a toxic leader exists there also exists a conducive environment, specifically that subordinates identify less strongly with the institution. No correlation was found between susceptible follower and toxic leader or susceptible follower and conducive environment. Further study is recommended on this topic to clarify whether a conducive environment allows a toxic leader to manifest, or if a toxic leader contributes to and creates a conducive environment.Lieutenant, United States NavyLieutenant, United States NavyApproved for public release. Distribution is unlimited