...we suggest that an individual becomes susceptible to toxic illusio due to their increased personal uncertainty in a given domain, subject to the availability of a toxic leader and a conducive environment. Moreover, we argue that the individual’s adoption of the toxic leader’s proposed value system is an agentic choice to reduce their personal uncertainty.
In other words, individuals with high levels of personal uncertainty may find joining the toxic game and adopting the self-concept and the worldview associated with it more rewarding than the alternatives, including the status-quo. Once they join the game, however, reciprocal social identity processes initiate, and material and social ties of interest become entrenched in their toxic field. As players alter the game, they play with their decisions and actions, and players are also shaped by the toxic leader and the illusio.
...Beyond the social identity ties, toxic illusio offers other material, social, cultural, and symbolic resources as well. Toxic leaders use coercive persuasion techniques to further consolidate and homogenize their follower group and to ensure that the players stay committed to the game. Coercive persuasion methods are the ‘discursive systems of constraint that are difficult for followers to challenge and resist’...
An example of such practices is the significant use of ‘friend or foe’ rhetoric... When used effectively, this rhetoric not only introduce an existential threat by an ‘other’ to immediate the necessity of group social identity, but also consolidates the appropriate attitude and behavior expectations of the toxic illusio by drawing a clear distinction between the in-group and out-group. The perceived existential threat also legitimizes the toxic leader and the group’s emphasis on loyalty to the group identity, which in turn normalizes the associated reward and punishment systems...
...as toxic processes normalize within the game through their institutionalization, rationalization, and socialization, players may find it even easier to continue business as usual without any experience of moral conflict...
Normalization of toxic habitus numbs the moral aspect of actions, especially when the individual believes such practices are the norm among, and perceived favorably by, the rest of the players. Institutionalized organizational behaviors (collective habitus at work) are defined as ‘stable, repetitive and enduring activities that are enacted by multiple organization members without significant thought about the propriety, utility, or nature of the behavior’...
...providing a post-hoc justification for their judgment only when specifically prompted, players of the toxic game can go through most toxic behaviors without any hint of moral dissonance...
...we suggest that a player of a toxic game would choose to leave the game only if (or when) their moral dissonance exceeds the utility they derive from being a member of the toxic illusio...
From: Understanding the followers of toxic leaders: Toxic illusio and personal uncertainty
In other words, individuals with high levels of personal uncertainty may find joining the toxic game and adopting the self-concept and the worldview associated with it more rewarding than the alternatives, including the status-quo. Once they join the game, however, reciprocal social identity processes initiate, and material and social ties of interest become entrenched in their toxic field. As players alter the game, they play with their decisions and actions, and players are also shaped by the toxic leader and the illusio.
...Beyond the social identity ties, toxic illusio offers other material, social, cultural, and symbolic resources as well. Toxic leaders use coercive persuasion techniques to further consolidate and homogenize their follower group and to ensure that the players stay committed to the game. Coercive persuasion methods are the ‘discursive systems of constraint that are difficult for followers to challenge and resist’...
An example of such practices is the significant use of ‘friend or foe’ rhetoric... When used effectively, this rhetoric not only introduce an existential threat by an ‘other’ to immediate the necessity of group social identity, but also consolidates the appropriate attitude and behavior expectations of the toxic illusio by drawing a clear distinction between the in-group and out-group. The perceived existential threat also legitimizes the toxic leader and the group’s emphasis on loyalty to the group identity, which in turn normalizes the associated reward and punishment systems...
...as toxic processes normalize within the game through their institutionalization, rationalization, and socialization, players may find it even easier to continue business as usual without any experience of moral conflict...
Normalization of toxic habitus numbs the moral aspect of actions, especially when the individual believes such practices are the norm among, and perceived favorably by, the rest of the players. Institutionalized organizational behaviors (collective habitus at work) are defined as ‘stable, repetitive and enduring activities that are enacted by multiple organization members without significant thought about the propriety, utility, or nature of the behavior’...
...providing a post-hoc justification for their judgment only when specifically prompted, players of the toxic game can go through most toxic behaviors without any hint of moral dissonance...
...we suggest that a player of a toxic game would choose to leave the game only if (or when) their moral dissonance exceeds the utility they derive from being a member of the toxic illusio...
From: Understanding the followers of toxic leaders: Toxic illusio and personal uncertainty
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