Date

5-22-2024

Department

School of Behavioral Sciences

Degree

Doctor of Education in Community Care and Counseling (EdD)

Chair

Mitch Morrison

Keywords

toxic leadership, counterproductive leadership, U.S. Army service members

Disciplines

Counseling | Education

Abstract

This phenomenological study investigates the experiences of recently retired U.S. Army service members with toxic leadership. The study involved a sample of 10 participants, with data collection conducted through one-on-one, face-to-face interviews using semi-structured, open-ended questions. Interviews for the study were conducted face-to-face or through virtual platforms like Zoom or Microsoft Teams, with each session lasting no longer than 90 minutes. Data analysis employed a six-step thematic analysis method, with coding completed through NVivo after initial hand-coding. Findings revealed that the military culture, characterized by strict hierarchy and obedience, inadvertently fosters an environment conducive to toxic leadership. Participants reported that the lack of accountability for abusive leaders and the suppression of subordinates' voices enable toxic behavior. The study highlights the importance of recognizing and addressing toxic leadership within the military. Given the distinct and rigid nature of military rank structures and chain of command, altering an established hierarchy presents challenges. However, the research suggests that fostering leadership styles that highlight authentic and transformational qualities could lead to a more positive and professional military environment.

Download

Share

COinS