HBR – Toxic positivity in leadership occurs when leaders enforce relentless optimism, ignoring real challenges and stifling honest communication. Leaders exhibiting toxic positivity may surround themselves with yes people, use excessive praise manipulatively, and demand constant happiness, leading to unrealistic goals and employee burnout. Effective leaders balance optimism with realism, validate team concerns, and engage in genuine problem-solving. Managing such environments involves setting boundaries, seeking peer support, and maintaining realistic expectations to avoid burnout.
By Mita Mallick
