For over a year, our adaptability has been challenged from all sides. Times remain uncertain and self-efficacy (the ability to trust in our ability to make the right decisions when situations arise) remains an important strength for the agile entrepreneur.

Now, it is not impossible that the last year has left its mark on your temperament as a leader. It turns out that pathological leadership styles manifest themselves even more significantly when emotional and intellectual fatigue is most felt. And, as we know, right now, exhaustion is present among the majority of entrepreneurs.

4 Types of Healthy Leadership

Let us first recall that four leadership styles are considered healthy. We use the term "healthy" because they will have a motivating effect on the troops and optimally achieve the organization's objectives. There are inspiring leaders (persuade through a clear vision of the objectives), "coaching" leaders (communicate positively by placing themselves in a coaching role), participative leaders (act as a stakeholder in the team, work side by side with colleagues) and directive leaders (guide the troops in a clear and objective-oriented manner).

Slowly, with fatigue and exhaustion, every leader is at risk of slipping into a pathological leadership style. It is therefore important to question yourself when the work climate becomes more toxic. What are my motivations as a leader? What are the objectives I pursue? Are the means I use effective?

4 Types of Toxic Leadership

Do I tend to have as a goal to ensure the admiration of others, colleagues, the environment, society in general? Am I convinced of my superiority over other members of the team? If this is the case, narcissistic leadership could become a problem for me.

Do I tend to have a goal of protecting myself from others, of making sure I am not attacked by competitors, by the government, by the dishonesty of others? Do I feel like I have to protect myself from others because they might take advantage of my vulnerabilities? If so, paranoid leadership could become a problem for me.

Do I tend to have a goal of winning a race against the clock? Do I feel a lot of performance anxiety that pushes me to always want to go further and faster? Am I convinced of the urgency of having to act now to ensure the success and/or survival of the company? If so, Type A leadership (constant sense of urgency, over-control, competitiveness) could become a problem for me.

Do I tend to have a goal of not making mistakes? Do I experience a lot of anxiety about making mistakes? About my team making mistakes? Do I manage my anxiety through micromanagement behaviors? If so, obsessive leadership could be a problem for me.

Also, after a year of adaptation, it is important to be kind to ourselves. Becoming aware of the bad habits that may have developed is part of this kindness, because the more quickly we intervene to get things back on track, the more we avoid the development of a toxic climate in the organization.

To continue your reflection, I suggest you read Psychology of Pathological Leadership by psychologist Dr. Gérard Ouimet, published by Éditions Chenelière Éducation .