This paper reviews the emerging research interest in toxic or destructive leadership. Much of the leadership writing has assumed that leaders are effective. There is data suggesting that about half of individuals in leadership roles are falling short in meeting their organizational objectives. Most employees say that the worst aspect of their job is their managers. Toxic leaders have been described using various labels: destructive, narcissistic, flawed, derailed, petty tyrants, dysfunctional, abusive, bullying, psychopathic, Machiavellian and stupid. In general, toxic leaders are associated with negative attitudes towards the leaders, poorer job performance, lower psychological health of employees, greater intentions to quit and more counterproductive job behavior by employees. In order to develop better leaders, toxic leaders need to be discussed in management development programs and at MBA level courses. Toxic leadership behaviors can be changed, though not easy. Assessment tools, 360 degree feedback, coaching and mentoring, and punishing toxic leaders can be helpful.