The 'Toxic Manager' Does Not Exist
That’s right. You read it. The “toxic manager” is not born, they are made.
When people say “my manager is toxic”, they are usually talking about behaviour. The lack of empathy. The micro-management. The cutting remark. The absence of recognition. In short: the relationship.
And here lies the paradox: managers are entrusted with the company’s most critical asset, its people. Without thriving people, money, customer satisfaction, and product or service quality inevitably collapse. Yet most managers step into leadership with little or no preparation for this responsibility.
Only four out of ten managers say they received structured training or coaching when taking on a leadership role. That means 60% are expected to manage people, shape culture, and carry strategy into daily reality… without guidance. Imagine asking a doctor to operate without medical school, or a pilot to fly without training. That’s what we do with managers every single day.
So when we see “toxic” behaviours, we need to ask: are these managers inherently bad—or are they unprepared, under-supported, and left to improvise under pressure?
Strategic management research tells us clearly: strategy lives or dies in execution. And who executes? Middle and frontline managers. They are the ones who:
- Translate strategy into daily actions
- Align operations with organisational goals
- Motivate and support employees
- Monitor progress and feedback into the system
If they fail on the human side, everything else unravels.
Here’s the uncomfortable truth: toxic behaviours are often the surface symptom of a deeper organisational failure. A system that doesn’t train. A culture that doesn’t support. A leadership pipeline built on hope instead of preparation.
So, what the hell are companies doing?
It’s time to stop blaming individuals and start redesigning the system. Yes, managers must take ownership and ask for development. But the primary responsibility lies with the company. If you want thriving people, performing teams, and sustainable results, you must invest in leadership education and support—not after the damage is done, but from day one.
Call to action
- If you are a manager worried that people see you as “toxic” pause, reflect, and ask for the training and coaching you deserve.
- If you are a CEO or COO concerned about “toxic managers” in your team, look first at the system. What preparation, what culture, what support have you provided?
- If you are working under a so-called “toxic manager” don’t just blame the person. Question the organisation that shaped them.
Because in reality, the toxic manager does not exist. There are only unprepared managers in unprepared organisations.
And this is where the change begins. At Positive Performances, we train managers at every level new, operational, and senior on both the strategic and the human dimensions of leadership. If you want your managers to lead with clarity and care, while executing strategy with impact, it’s time to act.
📩 Contact us today to prepare your managers for what really matters: thriving people, outstanding professionals, and performing organisations.
