Lingering Effects of Toxic Leadership on Marines: A Qualitative Study
Lingering Effects of Toxic Leadership on Marines: A Qualitative Study
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Issue Date
2025-06
Authors
Velez Rivera, Abraham
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Abstract
Toxic leadership poses a significant challenge within the U.S. Marine Corps, affecting Marines’ well-being and organizational effectiveness. This study aimed to explore the impact of toxic leadership on Marines assigned to the 4th Marine Aircraft Wing, focusing on its lingering effects and implications for the unit’s productivity and morale. Grounded in the conceptual framework theory of toxic leadership proposed by Semedo et al. (2022) that integrates key concepts such as toxic leadership, organizational culture, and organizational productivity, the study sought to provide a comprehensive understanding of the issue. Through the examination of experiences and perceptions of Marines, this research aims to contribute to the body of knowledge on toxic leadership in the U.S. military and inform strategies for its mitigation. A qualitative research approach was used, involving semi-structured interviews with Marines who have directly experienced toxic leadership. Findings revealed recurring toxic behaviors, including micromanagement, lack of accountability, and deflection of blame, contributing to diminished trust, morale, and unit cohesion. Marines employed various coping strategies such as avoidance, emotional withdrawal, and informal peer support to navigate these challenges. Recommendations emerging from the findings highlight the need for systematic changes in leader evaluation, mentorship programs, and proactive senior leadership engagement. This study emphasizes the importance of reinforcing core values and ethical leadership practices, ultimately aiming to enhance organizational climate, Marine well-being, and operational effectiveness within the Marine Corps
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Leadership , Marines , Military , Business, Engineering, Science, & Technological Innovation , Workforce Development Needs & Industry Alignment