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An Interpretative Phenomenological Analysis of Former US Army Personnel and Their Perspectives on Toxic Leadership

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An Interpretative Phenomenological Analysis of Former US Army Personnel and Their Perspectives on Toxic Leadership St. John Fisher College Fisher Digital Publications Education Doctoral Ralph C. Wilson, Jr. School of Education 5-2015 An Interpretative Phenomenological Analysis of Former US Army Personnel and their Perspectives on Toxic Leadership Joseph Asbery St. John Fisher College, [email protected] Follow this and additional works at: https://fisherpub.sjfc.edu/education_etd Part of the Education Commons How has open access to Fisher Digital Publications benefited ou?y Recommended Citation Asbery, Joseph, "An Interpretative Phenomenological Analysis of Former US Army Personnel and their Perspectives on Toxic Leadership" (2015). Education Doctoral. Paper 227. Please note that the Recommended Citation provides general citation information and may not be appropriate for your discipline. To receive help in creating a citation based on your discipline, please visit http://libguides.sjfc.edu/citations. This document is posted at https://fisherpub.sjfc.edu/education_etd/227 and is brought to you for free and open access by Fisher Digital Publications at St. John Fisher College. For more information, please contact [email protected]. An Interpretative Phenomenological Analysis of Former US Army Personnel and their Perspectives on Toxic Leadership Abstract Toxic leadership is defined in the Army as a combination of self-centered attitudes, motivations, and behaviors that adversely affect others (US Army, 2012). Toxic leadership is currently a phenomenon that is problematic for the U.S. Army and its consequences it has on solider morale (Ellie, 2012). Moreover, the US Army’s recognition of this problem and movement to eradicate it has been a slow process with limited resolutions. The present research yields participant agreement on the negative impact that toxic leadership has on solider morale. In order to determine the impact that toxic leadership has on the morale of its personnel, a series of interviews involving five retired army personnel was carried out. An Interpretative Phenomenological Analysis (IPA) was conducted to analyze their perspectives to explore the effects of toxic leadership on each of them, personally. Specifically, the study found that the impact of toxic leadership resulted in decreased morale, suicidal tendencies, and army personnel ending their careers early due to their experience in toxic command climates. Additionally, the study found that the U.S. Army is not eradicating the problem at an effective or an efficient pace. The information gathered will assist the U.S. Army in altering their views on toxic leadership and enforcing an immediate change on how they can address this problem in the future. Document Type Dissertation Degree Name Doctor of Education (EdD) Department Executive Leadership First Supervisor Janice Girardi Second Supervisor Jennifer Schulman Subject Categories Education This dissertation is available at Fisher Digital Publications: https://fisherpub.sjfc.edu/education_etd/227 An Interpretative Phenomenological Analysis of Former US Army Personnel and their Perspectives on Toxic Leadership By Joseph Asbery Submitted in partial fulfillment of the requirements for the degree Ed.D. Program in Executive Leadership Supervised by Dr. Janice Girardi Committee Member Dr. Jennifer Schulman The Ralph C. Wilson, Jr. School of Education St. John Fisher College May 2015 Copyright by Joseph Asbery May 2015 Dedication This journey would not have been possible without the support, direction, and inspiration of many people. I would like to thank Dr. Rachel Albone-Bushnell for her support throughout this journey. I would also like to thank my big Brother, Dr. David Asbery, for inspiring me to pursue the degree of Executive Leadership and to trust the process. Then, a special thanks goes to my mother and sister for their support and their prayers when I felt I did not have a prayer at all. Next, I want to give a heartfelt thank- you to Dr. Janice Girardi as well as to my Co-Chair Dr. Jennifer Schulman. Thank you both for your guidance and for being patient with me throughout this journey. Finally, I want to thank Mr. Sean Waters, my mentor at my current job, as well as Dr. George Reed, Master Sergeant Jeff Fenlason, and Dr. Dave Matsuda for all of your insight and knowledge on the subject of toxic leadership. Lastly, I dedicate this study to my beloved United States Army where I was able to live my childhood dream of being an Army leader. iii Biographical Sketch Joseph Asbery is a native New Yorker who grew up in Manhattan and later in the Bronx. In 1990, Mr. Asbery joined the Army National Guard and continued his education by attending John Jay College of criminal justice. Upon graduation in 1993 with a Bachelor’s Degree in Police Science, Mr. Asbery received his commission into the Regular Army as a Logistics Officer. During the course of Mr. Asbery’s career in the Army, he served in numerous leadership and primary staff positions. This includes Company Commander, Battalion Logistics Officer, Ground Operations Officer, Deputy Chief of Planning and Brigade level Training Officer (S3). Mr. Asbery retired from the Army at the rank of Major in 2010 and now works for the Department of Homeland Security (DHS) – Federal Emergency Management Agency (FEMA), acting as a Senior Watch Officer for DHS-FEMA Region II. While employed at FEMA Mr. Asbery completed the Emergency Disaster Management graduate program at the Metropolitan College of New York, where he received a Master’s Degree in Public Administration in 2012. Mr. Asbery pursued his doctoral studies at St. John Fisher College in Executive Leadership. His dissertation research was an Interpretative Phenomenological Analysis of former U.S. Army personnel and their perspectives on toxic leadership. Under the mentorship and guidance of Dr. Janice Girardi, he received his Ed.D. degree in 2015. iv Abstract Toxic leadership is defined in the Army as a combination of self-centered attitudes, motivations, and behaviors that adversely affect others (US Army, 2012). Toxic leadership is currently a phenomenon that is problematic for the U.S. Army and its consequences it has on solider morale (Ellie, 2012). Moreover, the US Army’s recognition of this problem and movement to eradicate it has been a slow process with limited resolutions. The present research yields participant agreement on the negative impact that toxic leadership has on solider morale. In order to determine the impact that toxic leadership has on the morale of its personnel, a series of interviews involving five retired army personnel was carried out. An Interpretative Phenomenological Analysis (IPA) was conducted to analyze their perspectives to explore the effects of toxic leadership on each of them, personally. Specifically, the study found that the impact of toxic leadership resulted in decreased morale, suicidal tendencies, and army personnel ending their careers early due to their experience in toxic command climates. Additionally, the study found that the U.S. Army is not eradicating the problem at an effective or an efficient pace. The information gathered will assist the U.S. Army in altering their views on toxic leadership and enforcing an immediate change on how they can address this problem in the future. v Table of Contents Dedication .......................................................................................................................... iii Biographical Sketch ........................................................................................................... iv Abstract ............................................................................................................................... v Table of Contents ............................................................................................................... vi List of Figures .................................................................................................................. viii List of Tables ..................................................................................................................... ix Chapter 1: Introduction ....................................................................................................... 1 Introduction ..................................................................................................................... 1 Problem Statement .......................................................................................................... 3 Statement of Purpose ...................................................................................................... 5 Research Questions ......................................................................................................... 6 Significance of the Study ................................................................................................ 6 Definitions of Terms ....................................................................................................... 6 Chapter Summary ........................................................................................................... 7 Chapter 2: Review of Literature ......................................................................................... 9 Introduction and Purpose ................................................................................................ 9 Review of Literature ....................................................................................................... 9 Chapter Summary ........................................................................................................
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