Traditional interpretations of Maslow’s Hierarchy of Needs present self-actualization as the pinnacle of human motivation, attainable only after fulfilling basic needs. However, Maslow did not originally structure his theory as a rigid, step-by-step progression, and later distanced himself from this linear model. This literature review explores how toxic leadership disrupts fundamental needs—safety, belonging, and esteem—particularly for women in leadership roles, challenging the assumption that self-actualization is solely an individual pursuit. Toxic leadership disproportionately affects women leaders, obstructing their ability to thrive while still requiring them to navigate professional growth. Research suggests that Maslow's work was developed during his time learning from the Blackfoot people's collective model of well-being, where fulfillment is tied to the health of the entire community rather than personal achievement. By integrating indigenous perspectives on leadership and community care, this research proposes a shift toward Radical Care Leadership, a model that redefines success through collective well-being rather than hierarchical advancement. This literature review is the first phase of an ongoing study examining how women leaders experience and navigate toxic workplaces, assessing how these experiences shape their ability to meet motivational needs. Findings will contribute to leadership theory by challenging the Westernized view of self-actualization and advocating for leadership frameworks that prioritize psychological safety, belonging, and equity in professional environments. Reimagining leadership through radical care can foster more supportive and sustainable workplace cultures where individuals and communities thrive together.