Bad bosses | How toxic leadership became widespread in the workplace

Toxic boss behavior is becoming a defining workforce issue according to new research from Harris, with significant implications for HR leaders responsible for engagement, retention and leadership development.

It foundd that a majority of employees report exposure to harmful management practices in the workplace.

The study, based on responses from 1,334 employed US adults defines a toxic boss as someone who “exhibits harmful workplace behaviors, including unfair preferential treatment, lack of recognition, blame-shifting, unnecessary micromanagement, unreasonable expectations, being unapproachable, taking credit for others’ ideas, acting unprofessionally, or discriminating against employees based on personal characteristics.”

The data shows that six out of 10 workers currently report to a toxic boss, while 70% say they have experienced one during their career. The figure rises to 75% for LGBTQIA+ workers, highlighting disparities in workplace experience.

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Some 47% say their boss’s behavior is affecting their mental health, contributing to stress and burnout. Financial consequences are also evident, with one-third of employees reporting lost income or missed promotions linked to poor management, while some companies are going to the wall because of poor leadership and badly thought out strategic decisions.

Gaps & pressure: How toxic leadership became widespread

Employee responses reveal a workforce adapting rather than disengaging, although the long-term cost is clear. Some 66% say they have responded by working harder, including weekends and days off, while two-thirds have changed jobs because of a toxic boss. More than half, 53%, have sought therapy to cope.

While avoidance remains common, action is increasing. Some 55% say they have pushed back against harmful behavior, with Gen Z leading this shift as 73% report taking action.

Underlying causes point to systemic issues rather than individual failings. Some 71% of workers attribute toxic leadership to economic pressure, while 44% say their organization prioritizes AI investment over leadership development, including coaching and training.

“We’re in the largest technology investment cycle in a generation, and the human side of work is being left behind,” said Libby Rodney, Chief Strategy Officer at The Harris Poll. “Toxic leadership isn’t a character flaw. It’s an investment failure. These are today’s managers who were never trained or held to a standard, and now we’re asking them to lead through a transformation they weren’t equipped for before AI even arrived.”

Some 64% of employees say better leadership training is the most effective way to reduce toxic behavior and improve workplace culture.

The data highlights a widening gap between investment in technology and investment in people management capability. As organizations accelerate AI adoption, the risk is that leadership development will fail to keep pace, leaving managers underprepared and employees exposed to inconsistent or harmful practices.

The challenge for HR professionals is not simply identifying toxic behavior, but addressing the conditions that allow it to persist. Leadership training, support, and accountability are emerging as critical levers, with employee expectations increasingly focused on how organizations equip managers to lead effectively.