A multidimensional framework addresses toxic leaders’ intentionality, their destructive behavior, the types of dysfunctional attribute that drive their actions and decisions, the impact of their actions, and the intensity height of their toxicity.Intentionally, toxic leaders deliberately injure others and enhance themselves at the expense of other. Unintentionally toxic leaders cause significant negative effects out of their reckless or careless actions including incompetence. A comparison of different toxic leaders exhibits varying forms of dysfunctional perusal qualities, destructive behavior and degree of toxicity (Ralston amp. Pearson, 2010). A toxic leader who charm, but eventually manipulate, undermine, and mistreat his followers indulges in numerous acts of destructive behaviors (Ralston, amp. Pearson, 2010). An example of toxic leadership involves a leader leaving employees worse off by deliberately demeaning, undermining, marginalizing, demoralizing, intimidating, incapacitating, torturing, killing, disenfranchising and incapacitating them.In US, recent headlines highlight the factual toxicity spewing from corporations such as BP (oil spill), W.R. Grace (vermiculite/asbestos poisoning), and Hillandale Farms (salmonella poisoning) (Vega amp. Comer, 2005). These incidents are a recap of an earlier rash of high and visible executives from such organizations as WorldCom, Tyco and Enron who dominated headline because of their covetous, self centered and irresponsible behavior towards employees and shareholders.