Toxic yet productive: is this more valuable to a company? This individual often sparks division or controversy with their views and enjoys criticising both supervisors and colleagues. For management, dealing with this attitude can be troublesome, and there have been considerations about whether this person should remain on the team.

However, when tasks need to be undertaken, they are invariably at the forefront, displaying natural vigour and a knack for leadership. Despite lacking in empathy and reliability, their work outcomes are consistently timely and of high quality. In essence, they are toxic but efficient. What then holds more value for a company? How should one weigh their worth?

The behavioural and financial costs of toxic workers

A counterintuitive scenario has emerged, challenging the traditional perspectives on employee performance and company profitability. This scenario revolves around "toxic workers," those whose productivity surpasses that of their peers but who ultimately may prove less profitable for their organisations.

A Harvard Business School investigation into this complex matter, titled "Toxic Workers," explores the behavioural and financial ramifications of harbouring such individuals within a workforce. The research unveils critical insights for organisational management and strategy, analysing data from over 50,000 workers across 11 companies. It found that having a toxic team member increases the likelihood of others leaving by 46%, and the overall cost of employing such a person exceeds the benefits of their superior productivity.

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Toxic workers often bring about higher output levels and meet their objectives with impressive efficiency. However, this comes at a significant cost to the workplace atmosphere. They detrimentally affect the organisational culture, team spirit, and interpersonal relations.

Key personality traits linked to toxic behaviour, like narcissism and Machiavellianism, suggest these individuals prioritise personal success and ambition, sometimes at the expense of others. Although their approach may be abrasive, it can result in substantial achievements in terms of productivity and goal attainment.

Furthermore, their strong self-belief and assertiveness can be beneficial in competitive settings. Their risk-taking and innovation can foster progress and breakthroughs. However, in environments that prize individual achievement over teamwork, their detrimental behaviours may be overlooked if they deliver results, leading to rewards based on their performance alone.

Yet, the adverse effects of tolerating such behaviour are profound, including eroded trust, damaged teamwork, and a toxic workplace culture, which in the long run outweigh any short-term productivity gains. Additionally, the aftermath of such tolerance, like increased turnover and harm to the organisation's reputation, can surpass temporary performance boosts.

READ MORE | Spotting signs of a toxic work culture

The tendency towards negative behaviour

While these individuals might stand out for their output, their tendency towards non-cooperation, dishonesty, and conflict contributes to a negative workplace environment, hampering team collaboration and increasing turnover rates. This turnover, along with the costs of hiring and training new staff, can severely impact a company's finances.

This paradox necessitates a reevaluation of productivity and profitability definitions within organisations, urging a more rounded view of the true costs and benefits associated with toxic workers. Balancing immediate benefits with long-term sustainability is essential, as is managing workplace dynamics and nurturing a supportive, cohesive work environment for overall business success.

Identifying and managing a "toxic" worker involves recognising signs such as a persistently negative attitude, lack of accountability, gossiping, micromanagement, resistance to feedback, and high turnover in their team. Addressing their behaviour involves setting clear expectations, providing constructive feedback, establishing boundaries, offering support, encouraging accountability, and, as a last resort, considering their removal to maintain a healthy, productive workplace environment.