The Risks To Business Culture Of Bullying as A Leadership Tactic
Over the last two decades, leadership behavior has evolved toward building a foundation of effective interpersonal communication, empathy, and inclusivity. Research has overwhelmingly supported the benefits of these approaches, demonstrating that they improve employee engagement, retention, and overall business performance. However, we are witnessing a resurgence of authoritarian leadership styles, where bullying, intimidation, and coercion are used as primary tools of influence. From high-profile corporate leaders like Elon Musk, criticized for his management tactics at X (formerly Twitter), to political figures who use fear and division to consolidate power, we see concerning examples of leadership styles prioritizing dominance over collaboration.
Business leaders must ask themselves: Should we abandon the tremendous progress made in workplace culture in recent years in favor of a more authoritarian approach to management and leadership? And if we do, what are the consequences?
Despite years of research focused on the importance of emotional intelligence, empathy, and effective communication skills in improving trust and engagement in the workplace, authoritarian leadership styles may be escalating. This shift may be driven by the desire for fast results and a belief that intimidation leads to compliance.
However, toxic leadership behavior—bullying, shaming, intimidation, and fear—has negative consequences for workplace culture. The 2024 U.S. Workplace Bullying Survey found that 32.3% of U.S. workers surveyed had been bullied, affecting over 52 million employees. An additional 26% had witnessed it firsthand. These statistics highlight that there is still much work to be done to eliminate these oppressive behaviors in the workplace. It matters because the toll is significant. Bullied employees report higher stress, anxiety, and burnout, with 62% ultimately losing their jobs due to resignation, termination, or transfer. This turnover drains organizations through lost productivity and increased hiring costs.
When leaders rule by coercion, employees disengage—and businesses suffer. Gallup's annual State of the Global Workplace Report repeatedly asserts that organizations with high employee engagement are 23% more profitable than those with disengaged employees. Engaged employees contribute more ideas, take greater ownership of their work, and are less likely to leave, all of which drive organizational success.
Psychological safety plays a critical role in cultivating this engagement. McKinsey's researchhighlights the point that employees in psychologically safe environments—where they feel comfortable expressing concerns, admitting mistakes, and offering ideas—are more collaborative, innovative, and productive. When leaders create fear-based workplaces, employees withdraw, innovation stalls, and turnover rises. Workplaces prioritizing psychological safety outperform those relying on intimidation and coercion. The bottom line is that sustainable business success depends on trust and inclusion, not fear and dominance.
While authoritarian leadership is generally considered harmful to employees, specific environments require a directive style that demands strict compliance (unlike bullying, which may include intimidation, threats, and undermining someone's work). These leaders often need to make quick, unilateral decisions without extended discussion in high-stakes, high-pressure fields—such as the military, emergency services, or crisis response teams. Tight control is essential for safety and efficiency in these environments.
However, compliance-driven decision-making should not mean resorting to bullying, even in these settings. Effective leaders in high-pressure workplaces must still prioritize respect, team cohesion, and trust. The challenge is ensuring that leadership remains directive without becoming oppressive.
Leaders can protect employees in these environments with the following:
• Clear guidelines on acceptable leadership behavior to prevent abuse of authority.
• Strong reporting structures that allow employees to report toxic behavior without fear of retaliation.
• Leadership training programs that teach how to balance authority with psychological safety and trust.
In all industries, leaders must balance decisiveness with empathy, setting firm expectations while cultivating trust and engagement. Leadership is not just about being in charge—it's about influence, bringing out the best in people, and creating an environment where employees can thrive. Using bullying and intimidation as a leadership tactic is a step backward, jeopardizing businesses, employees, and workplace culture. Organizations must prioritize trust, respect, and inclusion to achieve lasting success.
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