The Rogue Elephant: My Brush with an Abusive HR Leader

Two Monks on a Motorcycle: Corporate Zen Stories

Day 77

Throughout my career, I’ve been fortunate to work with remarkable managers who led with integrity, empathy, and professionalism. However, there was one notable exception: a brief stint where I found myself working under the most abusive HR leader I had ever encountered. While the experience lasted only a few days, it left a deep impression and taught me invaluable lessons about toxic leadership, departmental credibility, and the power of strategic action.

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The Environment: A Crippling Work Culture

The institution was a major multinational corporation, but despite its size and reputation, my line manager—who led the HR department—had managed to create a culture of dysfunction. He would loudly confront colleagues over trivial matters, calling people names and engaging in public outbursts. These confrontations were not limited to internal meetings; they spilled over into client and vendor interactions as well. His behavior was unpredictable and abrasive, undermining the entire department’s credibility.

Despite my efforts and those of my colleagues to genuinely assist employees, we were often met with suspicion. People questioned our intentions, not because of anything we did, but because of the tarnished reputation of our department, driven by the reckless behavior of the man leading it. The HR function, which should have been a pillar of trust and support, had become a liability under his leadership.

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The Clever Manipulator

One of the most striking aspects of this experience was how cleverly my line manager operated. He was quick to eliminate or discredit anyone who attempted to challenge him. His swift actions and manipulation of situations made it nearly impossible for employees to hold him accountable. He had a knack for turning the tables on his challengers, often positioning himself as the victim of misunderstanding or undue criticism. This made the prospect of confronting him not just difficult, but perilous for anyone in the organization.

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Taking Action

After just a few days, it became clear to me that this was not an environment where positive change could be made. Despite the institution’s size and the presence of senior leadership, the toxicity stemming from the HR leader was stifling the potential for improvement. Realizing that my efforts to contribute meaningfully would be undermined at every turn, I made the decision to move on. However, I didn’t leave quietly. Unlike ,my other colleagues who kept enduring the HOD with fear psychosis, I carefully documented the toxic behaviours and patterns I had witnessed during my short stint. I detailed how my line manager’s actions were damaging not only the credibility of the HR department but also the broader organizational culture. This documentation was shared with senior leaders before my departure.

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The Unexpected Turnaround

To my surprise, just a few days after I left, a major shift occurred. My line manager, the same abusive HR leader who had seemingly been untouchable, was replaced. Even more surprisingly, his successor was none other than the Marketing Head, someone who had frequently been the target of his verbal abuse.

The timing was striking. The very person who had been subjected to the HR leader’s outbursts had now assumed a leadership role over him, marking a dramatic reversal of fortune. The outgoing Managing Director had appointed this new leader, and it was a clear signal that the organization was ready to move in a different direction—one where credibility, respect, and leadership were restored.

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Key Takeaways: The Impact of Toxic Leadership

This brief experience taught me several key lessons:

Toxic leadership has far-reaching effects: A single leader’s behavior can tarnish the reputation of an entire department, eroding trust and making it difficult for well-meaning employees to do their jobs effectively.

Documenting issues is critical: In toxic environments, documentation can serve as an important tool for accountability. It may not always lead to immediate change, but it plants the seeds for future action.

Change can come from unexpected places: The downfall of my abusive line manager came from a source he likely never anticipated—the Marketing Head he frequently ridiculed. This was a reminder that power dynamics in organizations can shift suddenly, and those who abuse their positions may eventually be held accountable.

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While the stint was short, the lessons learned were invaluable. Toxic leaders may seem invincible in the moment, but their actions often catch up with them. By documenting the truth and leaving on my terms, I played a small part in helping to initiate a much-needed change. Ultimately, it reinforced my belief in the importance of leadership rooted in respect, credibility, and the well-being of the people we serve.

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