Michaël Berglund’s Leadership Report 2024

Women in Leadership: Resigning More Often Than Men Due to Destructive Leadership

Recent departures of high-level leaders from their positions highlight a troubling trend in corporate environments. A new report from the leadership advisory firm Michaël Berglund reveals that women are resigning from their roles due to destructive leadership more frequently than men.

According to the report, a staggering 84% of senior leaders in Sweden have encountered destructive leadership at some point in their careers. The consequences can be severe, leading to self-doubt, deteriorating health, and resignations. Notably, 49% of female leaders have resigned due to destructive leadership, compared to 38% of their male counterparts. This suggests that capable and insightful leaders, regardless of gender, are more likely to leave toxic organisations.

The prevalent forms of destructive leadership behaviors in Swedish organizations can be categorized as either unintentional or passive, including:

• Excessive need for control (51%)
• Unclear expectations (42%)
• Unwillingness to address conflicts (42%)

Actively destructive behaviors also occur, though less frequently:

• Taking credit for others’ work (26%)
• Lying and withholding information (23%)
• Excessive criticism of employees (18%)
• Threats and punishments (12%)

To combat destructive leadership, fostering increased self-awareness is crucial. The report indicates that 78% of female leaders and 73% of male leaders believe that self-awareness has become increasingly important over the past decade.

Here are six key strategies to mitigate the risks associated with destructive leadership:

• Recognize that destructive behaviors can be transformed into constructive ones.
• Understand that developed self-awareness is key. By recognising their own strengths and limitations, leaders can better regulate their actions and understand their impact on others.
• Offer dedicated time for reflection and personal development. Self-awareness does not automatically come with age or experience; leaders must actively pursue growth.
• Clearly express values grounded in humanistic principles and have the courage to confront those exhibiting destructive behaviors.
• Recruit leaders who aspire to be role models and inspire others.
• Foster a culture of continuous learning, openness to feedback, curiosity, and the rewarding of efforts.

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Since 1985, Michaël Berglund has been at the forefront of helping Swedish companies identify, recruit, and cultivate effective leaders through Executive Search, Interim Management, and Leadership Development.