In studies of team dynamics, toxicity stands out as a manager’s most damaging trait. This conclusion emerged from the Team Awards survey focused on building strong teams, with the findings summarized by socialbites.ca. The respondents pinpointed the traits that clash most with the image of an effective leader. A striking 40 percent labeled toxicity as the biggest obstacle to good leadership, followed by 35.1 percent who dismissed incompetence as a core flaw, and 24.3 percent who cited inefficiency. Beyond these, aggression drew 23.8 percent of votes and prejudice 19.8 percent, indicating that negative personal behaviors, biases, and a lack of steadiness weigh heavily on how managers are perceived in the workplace. The pattern suggests that practical performance is inseparable from the tone set by those who lead teams.
Beyond diagnosing flaws, the survey also explored how bosses are expected to function within teams. A clear majority, 41.2 percent, believe that leadership should primarily inspire and motivate staff to lift productivity and engagement. A substantial portion, 27.6 percent, emphasized the need for leaders to actively guard against burnout, signaling a growing awareness of employee well-being as a driver of performance. Another 18.8 percent favor leaders who invest in professional development, helping team members grow their skills and advance in their careers. And 17.1 percent think leaders must have the capability to resolve conflicts promptly, maintaining harmony and focus within the group. These preferences reflect a shift toward more people-centered leadership that balances outputs with the human experience at work.
Interestingly, the survey also reveals that perceptions of ideal leadership are not uniform. A relatively small segment, about 10 percent, view the boss as an exemplary figure who embodies a traditional, top-down authority style. The remaining respondents appear to value leaders who combine clear direction with empathy, transparency, and collaboration. The results imply that effective leadership is less about issuing orders and more about shaping conditions that enable teams to perform while feeling supported and respected. This insight aligns with contemporary research that links high employee morale with stronger work outcomes, lower turnover, and greater innovation across diverse settings.
Another striking finding is that a notable share of Russians reported hesitancy about expanding their professional networks due to concerns about their own competence. Roughly one in three participants indicated that a lack of confidence in their abilities keeps them from building broader professional connections. This hesitation can restrain career growth and limit the flow of ideas within organizations. It also underscores the importance of leadership that actively fosters inclusive environments where employees feel safe to share ideas, ask questions, and pursue development opportunities. When workplaces support ongoing learning and open dialogue, teams tend to perform better and sustain motivation over time.