Understanding the Followers of Toxic Leaders: Toxic Illusio and Personal Uncertainty

Abstract Toxic leaders are one of the main threats to the wellbeing of people in the workplace and in society in general, and followers play a critical role in constructing and maintaining toxic leaders. In this narrative review, we draw on Bourdieu's concept of illusio and incorporate it with the social and cognitive psychology approaches in an attempt to frame the dynamic system that sustains toxic leadership through continued support of the followers. More specifically, as we introduce the illusio perspective in a process‐relational context to the toxic leadership discussion, we (i) address the allure of toxic leaders as an incentive for followers to join the toxic illusio as a way to cope with their high personal uncertainty and (ii) illustrate the mechanisms and processes that motivate followers of toxic leaders to remain in the toxic illusio once they join. In this context, we also briefly discuss and differentiate between the ethical and moral dimensions of toxic leadership.