Toxic Organizational Culture: When Change is Needed
A recent study conducted by Standford University found that a toxic work climate was the fifth leading cause of death. The study in question concluded that overwork, stress, and bullying could result in workplace violence, substance abuse, safety issues, and suicide. It is essential for any employer to ensure a healthy work environment and a positive organizational culture in which to live and work.
We may remember Julie Payette’s resignation on January 21, 2021, following an independent investigation launched by the Privy Council Office into allegations of a toxic work environment. The report identified that employees had to endure or witness yelling, aggressive behaviour, degrading comments, and public humiliation. Moreover, 75% of the 92 participants described the work environment as “hostile” or “negative”, or even “toxic” or “poisonous”. In this context, any organization wishing to improve things must first address the issue of organizational culture, which typically refers to the set of beliefs, values, and attitudes of an organization, and the way in which they influence employee behaviour. It is only after this understanding that change management, aligned with a clear diagnosis of the elements leading to the observed toxic organizational climate, becomes a relevant solution.
Why is this?
A toxic organizational climate of discrimination, harassment, and violence is not new. The infamous question then arises: why? Why does an employer, whether high profile or not, allow a toxic work environment to exist, creating an unhealthy organizational culture, an impoverished employee experience, and reduced productivity with negative consequences on their bottom line and revenues, thus resulting in a weakened image and a damaged reputation?
Power and responsibility
“Power tends to corrupt, absolute power corrupts completely” John Emerick Edward Dalberg-Acton rightly stated. The issue of “power” has long been studied and a direct link has been observed between power and a sense of responsibility. Responsibility is a sense of obligation to act in a way that benefits others (Handgraaf et al., 2008; Krebs, 1970; Pearce & Gregersen, 1991; Smith, Organ, & Near, 1983; Tost et al., 2015). Research has shown that the more aware a person is of their responsibility toward others, the more prosocial and agentic behaviours they will use. When faced with rather delicate situations that could potentially embarrass the individual, a person who is aware of their obligation will tend to take more responsibility and hold themself accountable so as to correct the situation. Conversely, a person who is not in touch with themself, who is not aware of their responsibility to others, will not engage in prosocial or agentic behaviours and may not hold themself accountable for their behaviours, especially inappropriate ones.
Confronting power with truth (speaking truth to power)
Confronting power with truth is a nonviolent political tactic employed by individuals, often characterized as “dissidents” or “rebels,” who feel that their country’s government is oppressive, authoritarian, or ideocratic. The term has long been recognized in popular culture, and increased number of people are being called upon to confront power with the truth, with the constant goal of ensuring that the organizational behaviours of senior leaders are pro-social and benefit the vast majority. However, the Ottawa Citizen recently published an article outlining a study conducted by the Top of Mind organization that found Canada’s public service leaders have difficulty telling their political bosses the truth, preferring to tell them what the bosses want to hear, not what they need to hear. This is an interesting question. So why are we afraid to tell the truth? Is it because of a lack of awareness of responsibility? A lack of willingness to conform to the codes, policies, or laws of the land? Or is it out of fear of reprisals?
Fear of reprisal
By “reprisal” we mean any negative action that would be taken against a person who makes a complaint against another person, for example when an employee makes a complaint against their employer for harassment. Consequently, when it comes to making a complaint, the fear of reprisals is very present and affects all ages, ethnic and gender groups, etc. As a result of a complaint, retaliation could be denying an employee a leave request, retracting a promise (e.g. not giving them a promised pay raise or promotion), or not conducting a performance evaluation appropriately (e.g. failing all targeted competencies or evaluating an employee based on their personality traits and not on their performance). It is important to note that it is illegal to retaliate and, when known, to take action to stop the retaliation. For this reason, there are laws, policies, procedures, and guidelines to counteract retaliation for complaints made in good faith by employees who disclose wrongdoing. Yet, all these parameters must first be appropriately implemented!
Personality traits, self-awareness, trauma, and psychopathology of leaders
More “human” explanations must also be considered when we think of a toxic work environment. Why? Because leaders are primarily responsible for the work environment they create. In fact, according to the Mayo Clinic, the person you report to at work is more important to your health than your family doctor. Therefore, in an effort to lead well and create a healthy work environment, leaders must have certain personality traits that are conducive to healthy and motivating leadership. In addition to personality traits, it is important for leaders to have higher levels of emotional intelligence, notably a very deep self-awareness to understand their history and how it affects them, their triggers, their beliefs, values, emotions, and how these impact their behaviours and relationship management.
Moreover, it would be important to consider the impact of any trauma suffered by the leaders and for which they did not receive adequate treatment. Research has shown that trauma can affect people’s behaviour. Indeed, we note exhaustion, confusion, sadness, anxiety, restlessness, numbness, dissociation, confusion, physical arousal, and blunted affect as initial reactions to traumatic experiences. If a person, especially in a leadership position, experiences trauma and does not have the care necessary to help them heal, more problematic behaviours can result, especially in the workplace, such as strong and inappropriate emotional reactions when triggers occur at work.
Finally, mental health issues should not be overlooked either. While a person with a mental health diagnosis could be highly functional with an optimal treatment plan, conversely, a person with a mental health issue who is not well cared for and is in a position of authority could lead to a toxic work environment. Take the example of a leader with a narcissistic personality disorder. This type of leader could be the cause of a toxic work environment because their leadership will also be narcissistic. These individuals are typically dominant, hostile, arrogant, driven by power and achievement, have a strong need to be admired, lack the ability to accept criticism, and are unable to actively listen and demonstrate empathy, build healthy relationships and be consistent. Taken together, all these elements are a recipe for a toxic work environment, as the behaviours of these leaders can often be erratic and inappropriate.
Conclusion
Is it reasonable to believe that the setbacks at Rideau Hall were the result of any or all the elements mentioned in this article? It would be wrong to make such claims or to conclude cause and effect without reliable sources. Nevertheless, these are assumptions that are worth considering when we attempt to perform an organizational diagnosis to arrive at change management to address a toxic work climate. Any strategy or attempt to resolve a toxic work climate to ensure a healthy organizational culture is laudable. However, like any medical treatment, we must first understand the cause before we can provide solutions, otherwise, history will inevitably repeat itself.
Vicki-Anne Rodrigue, M.Ed., CCC
Senior Consultant, Leader and Organizational Development at EPSI
