The Silent Threat: Unchallenged Inappropriate Behaviour in Executive Leadership
As senior leaders, you carry immense responsibility, not only to steer your organisations toward growth but to safeguard the integrity of your workplace cultures. Yet, it is alarming how frequently inappropriate behaviours, especially at the highest levels, are tolerated. When bullying, dismissiveness, or exclusive behaviours persist unchecked, you risk much more than your corporate reputation, you risk the trust, well-being, and engagement of your teams.
The emperor’s new clothes: a modern leadership paradox
Much like the fable of The Emperor’s New Clothes, inappropriate behaviour in executive leadership can often go unspoken. People feel too intimidated to challenge it, and leaders may be blissfully unaware, or worse, knowingly complicit. Research by Qualitrics suggests that 74% of employees are more effective in their work when they feel heard, with 71% feeling sufficiently confident to share their feedback and ideas in the future.
Actionable Steps for C-Suite Executives:
- Acknowledge the Problem: Step one is recognising that inappropriate behaviour at the top cannot be tolerated. The risks are clear: decreased employee engagement, higher turnover, and potential for damaging public scandals.
- Model Inclusive Leadership: Don’t just speak about inclusivity, practice it. According to McKinsey & Company, The most diverse companies are now more likely than ever to outperform less diverse peers on profitability.
- Create Safe Feedback Loops: Ensure employees have safe, anonymous channels to voice concerns. Gallup data show that 80% of employees who say they have received meaningful feedback in the past week are fully engaged.
Provocative Questions for C-Suite Conversations:
- How long will you allow toxic behaviours to go unchecked in your leadership team before it becomes a PR crisis?
- Do you genuinely believe your team feels safe to challenge inappropriate behaviours at any level of the organisation?
- Is your commitment to inclusivity real, or is it merely a diversity checkbox?
References:
- Qualtrics: "Employee listening strategies & examples that work"
- Gallup: "How Effective Feedback Fuels Performance"
- McKinsey & Company: "Diversity wins: How inclusion matters"
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