I'm beginning to notice a trend with these kind of organizational pop psychology pieces. There is usually (especially in this piece) a bias towards overvaluing

I'm beginning to notice a trend with these kind of organizational pop psychology pieces. There is usually (especially in this piece) a bias towards overvaluing the risk contribution of an individual and a devaluing of the risk contribution and ownership of the leadership structure. This piece is, to borrow a term, "not even wrong." There's no proof that "toxic workers" are more productive. By all accounts, toxic workers come in all shapes and sizes -- and what is a toxic worker, really? Is it someone who is physically and psychologically harmful to everyone in their lives and should probably seek rehabilitation before being reintroduced to society? Okay, that's one thing. Is it someone who is not being managed properly, pushed into the wrong role, not given the right tools to do their job? Are they stuck in a dysfunctional culture run by sycophants, idiots and bullies? Are they unintentionally paving a road to hell with the best of intentions and the worst of consequences? What I'm trying to get at here is the necessity of supervision. Organizations have command structures and hierarchies, whether implicit or explicit. The risks and consequences of those structures ultimately lies with management and leadership -- after all, it's with them that the true agency lies! If it's not the job of management and leadership to train, manage out or fire misfits within the organization, what exactly is their job? After all, it's not individual contribution. There's sales, marketing, fundraising -- but except for the last one (and even that's a stretch), these are all team efforts. You maximize output from your team by removing unnecessary friction. If that can't happen passively, active changes need to be made. Of course, such a brain-dead thinkpiece never couches with such responsibility or collectivist realities. They're comforting kernels of individualist tactics, sold to give the illusion of control. They're as attractive as a trendy new diet built on poor foundations, but about as effective: that is to say, not at all. Nothing can kill a company as quickly as poor leadership. As a company gets larger, logistics rears its ugly head. Pragmatic structuring can mitigate that, and good leadership can bring about directional change towards that. But, nothing can stop bad leadership until it wants to improve.