Shaming and Blaming is Not a "Leadership Style"

It’s such an outdated practice that I’m always surprised when a misaligned manager emerges, wagging a finger and raising their voice for all to hear, calling out perceived offenses by a colleague or direct report. These unpleasant encounters are almost always staged with an audience on hand. This ensures that there are witnesses to the recitation of accusations, which are intended to humiliate, break, and belittle the target of the tantrum.

The blame-and-shame approach to leadership creates a toxic work environment where a culture of accountability is replaced by one of fear and defensiveness. In this environment, employees feel compelled to point fingers rather than work together on solutions. Leaders who adopt a blame-oriented mindset focus on finding fault instead of encouraging growth, innovation, and risk-taking. As a result, employees become hesitant to share ideas or admit mistakes, fearing that the consequences will be public humiliation and punishment.

Blame-and-shame behaviors show up in various ways, including public reprimands or informal gossip about poor performance. These actions erode trust and morale, leading to disengagement and, eventually, high turnover—especially among top performers who know their value and seek environments that emphasize respect, empathy, and professionalism. Leaders focused on individual blame often ignore systemic issues that contribute to poor performance, such as inadequate resources, lack of training, or unclear expectations. In their rush to assign blame, they deprive the organization of valuable insights and feedback needed for improvement.

Perhaps most damaging of all is the toll this approach takes on mental health. Employees subjected to this leadership style—and even those who simply witness it on a recurring basis—often experience heightened stress, anxiety, and reduced self-esteem. This not only impacts their job performance but also their overall well-being, creating a cycle of poor productivity and leaving them vulnerable to further blame.

Why do they do it? For leaders who use blame and shame, the motivation often stems from a desire to deflect responsibility, maintain control, or assert authority. By blaming others, they protect their own image, avoid scrutiny, and mask their shortcomings. In high-stakes environments, the pressure to appear flawless can drive leaders to shift blame, preserving their status at the cost of their team’s morale and cohesion.

Some leaders also use blame and humiliation as tools to enforce strict control, believing fear-driven compliance will lead to better performance. However, this short-term gain erodes trust and weakens team unity, ultimately affecting organizational performance.

Leaders who prioritize accountability, support, and learning create healthier, more productive work environments. By encouraging open communication and collective problem-solving, they build trust, inspire innovation, and create a culture where teams can thrive and achieve greater success.

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