Ida Asia, Author at JPS Africa
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Author: Ida Asia

The incidence of toxic leadership and organisations is on the increase and if not addressed it will most definitely negatively impact the world of work, employees, organisational well-being as well as organisational performance, sustainability and outcomes. It is thus, important that we understand the nature, dynamics and evolution of toxic leadership and organisations, in a holistic and systemic way.[1] “Toxic Leadership is characterized by mistreatment of subordinates in a corporate structure, resulting in a destructive and harmful working environment”. The toxic leader will think “I am always right”, it is always about “I, me and myself”,” turning a blind eye” when work needs to be done, has “clique mentality” by having small inner circle of followers and often heard saying “I meant it then, but not anymore”.[2] Dr Paul Vorster from the Ethics Institute, South Africa defined the following characteristics of toxic leadership:[3] Toxic leaders intentionally make decisions that benefit them and harm their followers and organisations over the long-term.Toxic leaders prefer to coerce followers and be in...

If you’re working, it’s important to understand how your employment contract establishes the rights and responsibilities for both yourself and your employer as your rights at work are also affected by your employment status. Employees often assume that their obligations under their employment contract cease when they stop working for their employer. This is not always the case. Ordinarily, restraint of trade, confidential information and intellectual property clauses will continue to bind you even after you have terminated your employment contract and moved to a new job. Most employment contracts create restraints of trade. Restraints of trade restrict your ability to start and work for new businesses once your employment has ended. They include: ‘Non-compete’ clauses, which prevent you from setting up or working for a competitor who operates within a defined geographical area for a particular period of time. ‘Non-solicitation’ clauses, which prevent you from contacting your employer’s clients to seek...

Are you grappling with team members or co-workers that consistently ignore reasonable instructions?  Miss deadlines? Take credit for work you have done? Act like a know-it-all? Constantly criticising? Blaming other for things that go wrong? How we lead our teams contributes to program and organisational success. Involving co-workers is critical to get buy-in and cooperation. In a team setting, people are encouraged to give ideas and make decisions.  This means more decision making power must move down from the leader to the co-workers. When this is carried over to the program team, this means the leader must create decision makers, not order takers. This calls for supportive supervision, transferring of skills and succession planning within teams. The core emotional need of people is to feel valued and valuable. When we feel devalued it is easy to assume the role of victim and blaming others for inadequate program performance as a form of...