Response to Negin Kazempour
The post focuses on the impact of leaders and followers' behaviours correlate on organizational objectives and productivity. Toxic leaders are the primary reason why talented employees resign since most of these leaders disregard the employees' input and feedback. Negin provides a personal experience with a toxic leader who discouraged collaboration and was abrasive, something that forced the employees to shut down. Kelly (2019) confirms Negin's concerns by claiming that most talented employees who resign do so owing to overbearing and toxic managers. The post establishes that the followers too, must be authentic and be true to their selves if they are to help in the achievement of organizational objectives.
Response to Ryan Wallich
Wallich's post takes a different stance into the issue of toxic leadership by establishing that non-toxic followership sustains toxic leadership. Followers ought to operate within the established organizational principles and in this way, avoid being swept by toxic leadership. While this is the case, the post claims that followers need to be as authentic as possible by being true to the organization. Authentic followers are in a position to go up the leadership ladder and in this way, replace toxic leaders who dilute the corporate objectives. Wallich notes that followers who no longer represent the organization vision must exit to reduce the chances of toxicity.
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Response to Luis Torres
The post establishes that toxic leadership is prevalent in the corporate world, something that could pave the way for toxic followership. Johnson (2018) notes that followers tend to routinely follow some orders and directives that require them to engage in immoral and illegal activities to keep their jobs. In as much as toxic leaders are prevalent, the post foresees the possibility of there being non-toxic followers. Individuals who grew up in societies that nurture and insist on high levels of morals and values may be in a position to overcome unethical directives from their leaders. These kinds of followers are authentic and real to the organization, and they are ready to exit the organization when they feel that their core values no longer align to that of the organization.
References
Johnson, C. E. (2018). Organizational ethics: A practical approach . SAGE Publications.
Kelly, J. (2019, November 22). People don't leave bad jobs, they leave bad bosses. Forbes. https://www.forbes.comstes/jackkelly/2019/11/22/people-dont-leave-bad-jobs-they-leave-bad-bosses-heres-how-to-be-a-better-manager-to-maintain-and-motivate-your-team/
