DESPOTICAL LEADERSHIP AS A PREREQUISITE FOR A TOXIC ORGANIZATIONAL ENVIRONMENT IN INSTITUTIONS

Abstract

Despotic behavior and the application of toxic leadership by managers in organizations and in medical practice lead to the formation of a toxic work environment. This is an environment that makes you feel mentally insecure. A toxic work environment is an organizational climate dominated by negative patterns of behavior, lack of trust, unethical management and chronic stress. The purpose of this review report is to analyze despotic leadership as a factor in the formation of a toxic organizational environment in medical practice. To achieve this goal, we set ourselves several tasks: To examine the characteristics of despotic and toxic leadership and their interrelationship; to analyze the impact of these leadership styles on staff motivation, team dynamics and patient safety; to analyze the relationship between the two phenomena in the context of medical practice and to propose strategies for prevention and promotion of healthy leadership practices in the healthcare organization. The toxic leader manages through harassment, control and coercion and is often focused on short term personal goals at the expense of organizational ones. It is often defined as narcissistic, mean, abusive and insensitive. A toxic work environment refers to the cruel and often violent treatment of people and threatens the safety and health of employees. The impact of a toxic work environment may be felt in every organization, but very few employees are willing to file formal complaints against such behavior. In modern medical practice, leadership is essential for the organizational climate, staff motivation and sustainable functioning of health structures. Leadership in nursing management occupies a central place in the organization and management of health care, as the nurse in a leadership position plays a key role in coordinating the team, providing quality and safe care and maintaining a conducive work environment. The role of a nurse leader combines basic medical, business and leadership skills, developed through continuous education. They must be flexible enough to adapt to technological changes, changing payment methods, new treatment methods and the regulatory and legislative environment. Supportive leadership models and practices are particularly important in dealing with toxic and oppressive leadership. Some proven models are: Transformational Leadership, Servant Leadership, Authentic Leadership, Ethical Leadership, and Shared Leadership. Implementing practical strategies to deal with oppressive leadership and toxic work environments include: building an organizational culture of psychological safety; introducing 360 degree feedback; Emotional intelligence training conflict management and development of self regulation; Coaching and supervision support for leadership style transformation; Building clear policies against harassment and abuse. Toxic and oppressive leadership in medicine and other institutions poses a serious threat to organizational effectiveness and human capital. A sustainable solution requires building a culture of psychological safety, systematic implementation of supportive leadership models, and a clear institutional policy against abuse of power.