Bullies in the Boardroom: Recognising and Managing Toxic Leadership in Organisations

Bullies in the Boardroom’ might sound like a catchy phrase, but it’s a deeply distressing experience for those on the receiving end. The consequences of such behaviour extend far beyond individual suffering, impacting the organisation’s reputation and taking a toll on the mental health of the entire executive team. When bullying behaviours undermine team buy-in and support, it becomes challenging to drive success and protect your own credibility. Let’s explore the broader implications of bullying in leadership and how it erodes organisational strength from the top down.

In the business world, boardrooms are intended to foster collaboration, vision, and strategic decision-making. Yet, sometimes, these high-stakes environments reveal a darker side: bullying among directors and senior leaders. When executives or board members exhibit bullying behaviours, it erodes trust, diminishes morale, and ultimately weakens the company’s culture and performance. This article explores how to identify bullying in the boardroom, the consequences of such behaviour, and effective strategies for managing it to preserve a healthy, productive corporate environment.

How to Identify Bullying in the Boardroom

The subjects of directors’ duties and board dynamics are often discussed, but rarely do these conversations address how directors treat each other. In the unique ecosystem of the boardroom, where individual personalities, power, and influence intersect, bullying behaviours can be subtle yet pervasive. Identifying these behaviours requires keen observation of personalities and interactions within the boardroom. Here are some common forms that bullying in the boardroom may take:

??Lack of Responsiveness: When board members repeatedly ignore emails, questions, or calls from specific colleagues, it can be an intentional way to undermine or isolate them. Not responding or deliberately delaying communication suggests a disregard for a peer’s contribution and can lead to feelings of marginalisation.

??Aggressive Behaviour: Aggression may manifest as shouting, swearing, or physically intruding on personal space. This overt form of bullying is often intended to intimidate others and assert dominance in the boardroom. In such cases, the bully uses aggression as a means to suppress differing opinions or discourage dissent.

??Direct Harassment Based on Protected Characteristics: Bullying can also take the form of discrimination based on race, gender, age, or other protected characteristics. Targeting a director or executive based on their identity crosses ethical and legal boundaries and creates a hostile environment that directly contravenes corporate inclusivity standards.

??Minimisation of Role and Contribution: Some bullies undermine others by downplaying their suggestions, ideas, or expertise. They may dismiss contributions in meetings or make subtle, demeaning remarks that belittle their colleague’s role. This behaviour damages the targeted person’s confidence, stifles innovation, and discourages open dialogue.

Being conscious of the behaviours and personalities in a boardroom is key to recognising bullying when it occurs. Bullying can also extend beyond individual interactions, impacting the overall board dynamics and decision-making process. When left unchecked, it leads to a toxic culture that discourages collaboration and constructive debate—key elements of effective governance.

The Hidden Cost of Bullying: How Toxic Culture Damages Corporate Reputation and Talent Attraction

When bullying behaviour goes unchecked within an organisation, it not only affects internal morale but also tarnishes the company’s public image. Feedback from current and former employees often finds its way to platforms like Glassdoor, where negative reviews detail experiences of a toxic culture and unaddressed bullying. Prospective employees increasingly turn to these reviews for insights, and when they encounter accounts of bullying or lack of support, many decide not to apply, seeing it as a red flag. The result is a growing reputation as a hostile workplace, which impacts recruitment, deters high-quality talent, and erodes trust with clients, partners, and stakeholders who see these reports. As the company’s image suffers, it faces both immediate and long-term challenges in attracting and retaining top talent.

Consequences of Bullying at the Executive Level

When bullying permeates the highest levels of an organisation, the fallout affects the entire company:

??High Employee Turnover: Employees tend to avoid working in environments where toxicity starts at the top. When talented team members exit due to a hostile culture, the company loses essential skills and experience.

??Low Morale and Engagement: Bullying leads to a culture of fear, where employees are hesitant to share ideas or take initiative, knowing they may be met with criticism or dismissal.

??Decreased Productivity: Employees preoccupied with managing stress and avoiding conflict are less productive. They focus on self-protection rather than on delivering their best work.

??Poor Decision-Making: A boardroom culture stifled by fear and intimidation results in limited, often biased decision-making. In these environments, critical perspectives are discouraged, which can lead to short-sighted or risky choices.

??Damage to Brand and Reputation: In today’s transparent world, stories of toxic executive behaviour often reach the public domain, affecting brand perception, customer trust, and the company’s ability to attract talent.

Managing Bullying at the Executive Level with the Hogan Executive Suite

Addressing bullying by senior leaders requires a strategic and data-driven approach. The Hogan Executive Suite is a highly effective tool for identifying and managing executive behaviours, including those that may contribute to a bullying culture. Hogan’s suite of assessments provides deep insights into personality traits, motivators, and derailers, allowing boards to make informed decisions about executive suitability and potential areas for development.

The Hogan Executive Suite is particularly valuable in the following ways:

??Identifying Toxic Traits: The Hogan suite includes tools that reveal personality “derailers” – traits that can emerge under stress or in high-stakes environments, potentially leading to bullying or other toxic behaviours. By identifying these tendencies early, boards can address problematic traits before they impact the wider team or culture.

??Improving Self-Awareness: Leaders with limited self-awareness may not realise the negative impact of their behaviours. The Hogan assessments provide executives with a clear understanding of their strengths, challenges, and areas for improvement, increasing self-awareness and accountability.

??Enhancing Team Cohesion: By understanding each executive’s personality and motivators, the Hogan Executive Suite can help boards create a more cohesive, supportive leadership team. This fosters a positive, collaborative culture that minimises the likelihood of bullying behaviours taking root.

??Informed Leadership Development: Hogan’s tools allow boards to design targeted development plans tailored to each executive’s specific needs. This includes developing emotional intelligence, empathy, and conflict-resolution skills, which are essential for fostering a healthy boardroom dynamic.

??Increasing Productivity and Performance: When executives understand their behavioural tendencies and work towards mitigating negative traits, they become more effective leaders. Improved self-regulation and teamwork enhance executive productivity, create a positive organisational culture, and drive stronger overall performance.

How the Board Can Manage Bullies in the Organisation

The board has a duty to ensure that bullying does not become ingrained in the organisation. Here’s how the board can help manage and prevent bullying among its ranks:

??Set a Zero-Tolerance Policy: The board should establish a zero-tolerance stance on bullying at all levels. This commitment underscores the organisation’s dedication to a healthy work environment and aligns leadership with the company’s core values.

??Conduct Regular Culture Audits: The board can use culture audits as a tool to identify whether a bullying culture exists. By periodically evaluating the organisation’s culture, boards can proactively address any signs of toxicity before they escalate.

??Enforce Consequences for Unethical Behaviour: If a board member or executive is confirmed to have bullied others, it’s essential for the board to take swift and firm action, including dismissal if necessary. Consequences must be consistent, regardless of the bully’s influence or role, to maintain trust in the board’s governance.

??Involve Third-Party Experts: Consulting with third-party experts, such as HR consultants or legal advisors, can offer the board objective guidance on handling sensitive bullying issues. Independent experts can provide an impartial assessment, ensuring that cases are handled fairly and professionally.

??Promote Diversity and Inclusion: A diverse boardroom can reduce the likelihood of bullying by introducing a wider range of perspectives and promoting inclusive, respectful dialogue. Boards with diverse members tend to be more vigilant about protecting and fostering a supportive culture.

My Conclusion

The Hogan Executive Suite offers boards a structured, evidence-based approach to identifying and mitigating bullying at the highest levels. Through enhanced self-awareness, targeted development, and team cohesion, this tool helps boards build a positive executive culture, boost productivity, and create a workplace where respect and collaboration thrive. Taking a stand against executive bullying isn’t just about mitigating risk; it’s about fostering a culture of integrity, inclusivity, and strategic alignment that drives sustainable success for the organisation. By utilising tools like Hogan, boards and leaders can better understand, support, and develop their people – from the boardroom down – to ensure a thriving, productive, and values-driven organisation.