ABSTRACT
This chapter will explore the consequences of toxic leadership and organisational cultures. It seeks to address how this phenomenon is enacted in the process of career blocking and ageism. It will identify the key writings concerning toxic leadership, dysfunctional organisations and destructive management practices and will draw attention as to how these are enacted to determine career development. Four cases, taken from organisational practice, are presented, before an overview of toxic leadership, career development and ageism is given, which are discussed within the context of extant practice and theory. An antidote to toxic leadership and organisational culture will be offered, by arguing that harmonious and ethical organisational can be found if we adopt caring, equitable and inclusive workplaces.
