I work for a large, well-known fast food hamburger chain with over 3,300 quick service restaurants worldwide. We are headquartered on the West Coast and have more than 30,000 employees. Our competitors include Jack-in-the-box, Burger King and Wendy's. I work at our administrative office located in California along with approximately 200 employees. I work with a team of three people in our supplier compliance department, where we are responsible for managing our relationships with third parties, from conducting audits to creating new suppliers in our system. The department was created in 2011 after external auditors uncovered rampant fraud and collusion by suppliers. I joined the organization in 2013 and my team includes a manager and two compliance specialists: myself and another employee. Background During the interview process, company management was candid about the challenges of the department where I now work. I was told that the department had a horrible reputation among employees and needed to hire someone to fix the inefficiencies. The immediate goals were to take steps to mend employee relationships and streamline processes. The management team felt it was in the best interest of the department to hire someone from the outside who could bring new ideas. When I met with the vice president of finance, he made it clear that they needed a “visionary person” who could “think outside the box” to solve problems. Ironically, the manager I will talk about in this article was part of the interview process and shared the same feelings as the other managers I met. Shortly after I started working for the company, it didn't take me long to figure out why my department was having so many problems. The......middle of paper......r.org. Leadership is a conversation. Harvard Business Review, June 2012. Web. May 2014. Hbr.org. Transformation! How managers become leaders. 2013. How managers become leaders. June 2012. Web. May-June 2014. Kusy, Mitchell, and Elizabeth Holloway. Toxic Workplace!: Managing Toxic Personalities and Their Power Systems. San Francisco: Jossey-Bass, 2009. Print. Leet, Edward. The impact that toxic or severely dysfunctional leadership has on an organization's effectiveness. 2011. March 2011. Web. April-May 2014. Lipman-Blumen, Jean. “Toxic Leadership: When Grand Illusions Masquerade as Noble Visions.” From Leader to Leader 2005.36 (2005): 29-36. 2005. Network. May-June 2014.Northouse, Peter. Leadership: theory and practice. Sage Publications, 2012. Print.Whetten, David A., and Kim S. Cameron. Develop management skills. Upper Saddle River, NJ: Prentice Hall/Pearson, 2011. Print.