So, I’ve been on my soapbox as of late—much it having to do with the reluctance of young employees to fill managerial positions. That’s because I find it a troubling trend. I’ve already mentioned some of the reasons and supporting data, but I want to address other factors discouraging young professionals from becoming the next generation of workforce leaders. These are specific types of egregious conduct from managers I’ve observed. I’m referring to dishonesty and veiled threats. Apart from the horrible modeling it offers direct contacts, these toxic behaviors tank team morale and productivity.
A company must be grounded in truthful communication. If not, interpersonal relationships break down and performance suffers. A manager’s dishonesty can take multiple appearances: broken promises, deceptive speech, and withholding important information. Sometimes it’s outright lying—especially when deflecting blame. When leaders are habitually dishonest, employees lose faith in their job environment. The results are predictable: confusion, frustration, and eventual detachment. Over time, dishonesty damages the function—and credibility—every conscientious workplace strives for.
Veiled threats are another no-no for managers. They usually come in the form of passive-aggressive remarks. It’s an abuse of authority and an unacceptable tactic. Veiled threats make employees feel anxious and insecure. Who works well when coerced, or fearing retaliation for a dissenting opinion? Insecure managers use it a form of bullying, meant to silence and stifle candidness. Wherever a feeling of dread dominates, employees don’t feel valued and lose any sense of genuine connection to their work. Leaders who regularly resort to veiled threats have personnel keeping an eye on job posts.
Dishonesty and veiled threats make for a taxing atmosphere; one characterized by distrust and fear. Employees who don’t get the truth or are intimidated are less likely to perform well, communicate openly, or remain loyal to the organization. Why should they? The psychological toll leads to burnout and high turnover. Likewise, when these behaviors are par for the course—and unresolved by upper leadership—the entire organization suffers from a lack of accountability and compromised standards. This extends beyond internal operations. The organization's external reputation will take a hit, too.
Organizations that tolerate, or overlook, unethical traits risk much. It takes work to build healthy culture. Honesty, respect, and psychological safety should be top priorities for any organization that cares for its people and operations. By snuffing out toxic behavior early and modeling positive leadership, companies can create environments where employees are valued, engaged, and enthused to do their best work. And young, talented professionals will have witnessed proper managerial and leadership examples so, when the opportunity arises, they will want to step into management roles.