The Shadow of Leadership: Examining the Prevalence of Toxic Leadership in Malaysia

Abstract

Toxic leadership has emerged as a pervasive and destructive force across organizational landscapes globally, yet empirical, data-driven studies remain scarce—particularly within Southeast Asia. This study investigates the prevalence, perception, and emotional impact of toxic leadership in Malaysia through a quantitative survey of seventy-nine (79) respondents representing diverse industries. The findings reveal a troubling yet illuminating reality: 80% of participants reported firsthand experience with toxic leadership, and over half perceived such behaviors as intentional. Respondents overwhelmingly identified integrity, respect, and accountability as core attributes of effective leadership—traits perceived to be widely lacking among Malaysian leaders. Crucially, the study uncovers three culturally grounded insights: the erosion of trust between leaders and followers, the enabling role of conformity in high power distance environments, and the presence of entrenched cognitive biases that normalize and perpetuate toxicity. Drawing from leadership theory, behavioral science, and cultural psychology, the study establishes powerful links between leadership behavior, follower motivation, public perception, and organizational climate. In doing so, it offers evidence-informed strategies to address toxic leadership, with particular emphasis on fostering psychologically safe workplaces. While rooted in the Malaysian context, the findings bear significant implications for leadership reform in similarly structured societies across the globe.