The recent news that the BBC Breakfast editor has taken extended leave following allegations of bullying has once again cast a spotlight on the urgent need to address toxic leadership in the workplace. While the specifics of this case are still emerging, it highlights a broader and persistent issue many organizations face: the long-term damage caused by unchecked power, poor leadership, and systemic gaps that allow these behaviors to continue.
The Silent Erosion Of Culture
Toxic leadership doesn’t start with shouting or overt bullying; it often begins with unchecked ego. It shows up in subtle, corrosive ways: a leader who resists feedback surrounds themselves with yes-people or operate from a place of self-preservation rather than collective purpose. Over time, these behaviors destroy trust, psychological safety, and morale.
When leadership is rooted in fear or status rather than mutual respect, workplace culture suffers. Without timely intervention, high-performing teams devolve into silos of distrust. People stop speaking up. Innovation slows. Retention plummets.
What makes this even more dangerous is that toxic leaders often go unnoticed for years, especially when they deliver results on paper. But the long-term cost (in terms of mental health, turnover, and reputational damage) is immense.
Rethinking What Makes A Great Leader
The traditional image of leadership (charismatic, extroverted, always in control) is outdated and often misleading. Some of the most impactful leaders aren’t the loudest in the room. They’re the ones who lead with calm clarity, ask thoughtful questions, and truly listen. They make space for others, act with integrity, and are consistent even under pressure. They lead with Quiet Impact.
These are the leaders who foster genuine collaboration and growth. They don’t feel threatened by capable colleagues. They surround themselves with people who complement their strengths and fill their gaps. They create environments where people feel seen, heard, and safe to contribute.
Why Toxic Behaviors Persist Even After Reviews
Many organizations respond to toxic leadership with reviews, audits, or surveys. While these tools are valuable, they’re not enough. As I always say, “Reviewing a problem is not the same as solving it.”
Real change requires a top-down commitment. Surface-level interventions won’t shift a culture where informal power dynamics and unspoken rules carry more weight than policies. HR professionals can identify patterns (the missed red flags, the revolving door of staff under a particular manager, quiet departures) but without leadership backing, their hands are tied.
Empowering HR To Make A Difference
For HR to be effective in challenging harmful dynamics, it needs three things: independence, courage, and support. Too often, HR is expected to be both an employee advocate and a leadership ally, roles that can be fundamentally at odds in a toxic environment. If HR teams are walking on eggshells around senior leaders, they can’t be effective.
When HR is truly empowered, they can foster safe reporting channels, bring in third-party investigations when necessary, and hold even the most senior individuals accountable. That sends a clear message: no one is above the law and culture.
Recruiting and Developing Better Leaders
We also need to rethink how we identify and promote leaders. A leadership certificate or a well-polished CV doesn’t guarantee emotional intelligence or humility. And “gut instinct” in hiring decisions often reflects unconscious bias, not sound judgment. Too many exceptional, values-driven leaders are overlooked because they don’t fit a certain mold.
True inclusion means valuing lived experience and different ways of thinking. It requires challenging assumptions about what leadership should look like, focusing on how it feels to be led by someone. Are they building trust? Encouraging growth? Creating space for others?
Preventing Bullying Before It Starts
Prevention starts with clarity. Clear behavioral standards, upheld consequences, and visible examples from the top are essential. But it also demands continuous listening. This is where more introspective, observant leaders often shine. Their ability to pick up on subtle tensions and create emotionally safe environments is a powerful skill.
Leadership development should go beyond metrics and frameworks. It should focus on cultivating humility, emotional intelligence, and an understanding of power. Bullying doesn’t exist in a vacuum; it thrives in environments where silence is rewarded, and dissent is punished.
The case at BBC Breakfast is a reminder that no workplace is immune to toxic leadership. But it’s also a call to action. HR professionals, boards, and executives need to move beyond reactive solutions and start building cultures where accountability is genuine and integrity matters.
Because when we protect abusers at all costs, we lose the very foundation of a healthy and high-performing culture.
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