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Short-term performance measures and incentives implemented under the guise of "transformational change" embed toxicity in a workplace, but this can be remedied, an academic says.

According to author Dr Susan Hetrick, her new book, Toxic organisational cultures and leadership, is the first to show how toxic cultures emerge over time.

Hetrick, an HR practitioner who has more than 30 years' experience, draws on examples from companies such as BP, VW and the Reserve Bank of Scotland (RBS) to identify four "distinct" stages that embed a toxic culture into an organisation...