Leading with Integrity

Whether you believe in God or not, most of us instinctively recognise that humans are meant to act as moral beings. There's a deep, often unspoken understanding that life is not just about following rules or pursuing personal gain, but about treating others with fairness, dignity, and respect. From the way we interact with family and friends to how we engage with strangers, our choices ripple beyond ourselves. Many faith traditions, and most ethical systems, emphasise that living morally involves caring for others, protecting the vulnerable, and refusing to be complicit in harm. Kindness, honesty, and integrity are not just abstract ideals; they are the threads that hold communities and relationships together. Even without faith, our conscience alerts us when we cross a line, when actions, whether small or large, inflict suffering, injustice, or pain.

Kindness, honesty, and integrity are not just abstract ideals; they are the threads that hold communities and relationships together. Even without faith, our conscience alerts us when we cross a line, when actions, whether small or large, inflict suffering, injustice, or pain.

We know that cruelty, intimidation, or harassment corrodes not only the soul of the person targeted but also the consciences of those who witness it. Even being a bystander to wrongdoing can weigh heavily on a person’s sense of right and wrong, leaving a residue of guilt, unease, or fear. Moral choices are rarely isolated; they are part of an ongoing dialogue between our values and our actions. A harsh word, a thoughtless act, or a deliberate slight may seem minor, but it echoes in ways that can harm trust, fracture relationships, and shape character. On the other hand, acts of empathy, courage, and fairness nourish both the giver and the receiver, reinforcing the human capacity for goodness.

Living morally is rarely simple. It requires awareness, reflection, and often courage, especially when circumstances pressure us to ignore wrongdoing or act selfishly. It demands that we weigh short-term convenience against long-term integrity, comfort against conscience, and personal interest against the welfare of others. The challenge lies not only in avoiding direct harm, but also in resisting the subtle compromises, rationalisations, or silences that allow injustice to persist. Our moral compass is tested in everyday decisions. From how we speak and listen to how we share resources, opportunities, or recognition. Each moment carries the potential to affirm our humanity or diminish it.

Our moral compass is tested in everyday decisions. From how we speak and listen to how we share resources, opportunities, or recognition. Each moment carries the potential to affirm our humanity or diminish it.

These principles, though, aren’t just relevant to personal life or society at large. They apply in the workplace. A place where human interaction, power dynamics, and shared objectives intersect constantly. The same moral obligations we recognise in broader life - fairness, respect, protecting the vulnerable, refusing to be complicit etc. - apply here too. When ignored, compromised, or violated, they manifest as bullying, harassment, and toxic behaviour. This can quietly, yet profoundly, affect the wellbeing of individuals and the health of teams.

The damage is often invisible at first. A colleague undermined with sarcastic remarks in meetings. A team member excluded from important projects without explanation. Gossip circulated to make someone appear incompetent. Emails or messages that demean or belittle. Pressure applied in ways that create fear rather than motivation. These behaviours ripple through teams, generating anxiety, distrust, and resentment. And yet, despite awareness of these harms, many workplaces continue to allow bullying and toxic behaviour to flourish.

Often it’s disguised as humour, “just a joke,” or “tough love,” or justified as a consequence of high performance standards. Sometimes it hides in subtler forms, exclusion from meetings, excessive monitoring, micromanagement, public criticism, or assigning impossible deadlines designed to set someone up to fail. Sometimes it's structural, built into office hierarchies or organisational culture, where certain groups have informal advantages while others are overlooked, dismissed, or silenced.

Too often, people look the other way. They hope it will resolve itself or assume someone else will intervene. But these types of situations rarely resolve themselves. Instead, unchecked toxicity grows, shaping a culture where fear and mistrust replace collaboration, initiative, and trust.

Let’s be clear; bullying and harassment are never acceptable. Not when it's obvious, overt, or aggressive. Not when it masquerades as “banter,” clever jokes, or casual teasing that leaves someone feeling belittled or unsafe. Not when it hides behind bureaucracy or office politics. Not when it's present in the quiet whispers in meeting rooms; those moments when private jokes, exclusion, or subtle digs chip away at a colleague’s confidence and sense of belonging.

Let’s be clear; bullying and harassment are never acceptable.

Ignoring it, excusing it, or actively contributing to it makes you complicit. Every time someone laughs along at a hurtful remark, fails to challenge a degrading comment, or pretends not to see someone being undermined, they send a message that the behaviour is tolerated. Inaction is participation. Turning a blind eye strengthens the behaviour and communicates that this is acceptable here. Leaders who fail to intervene allow these behaviours to become normal, creating an environment where victims suffer in silence and colleagues either disengage or adopt similar harmful tactics to survive.

Ignoring it, excusing it, or actively contributing to it makes you complicit.

In many organisations, those with little integrity, those who backstab, take credit for others’ work, or bully their colleagues, are rewarded. Short-term results, visibility to senior management, or a reputation for being a “disruptor” can elevate them. At the same time those who act ethically are overlooked or even marginalised. Organisations sometimes misguidedly bring in disruptors to shake things up, expecting fresh ideas or transformation. Too often though, the disruptor is a bully, someone who creates fear rather than respect, who undermines teams in the name of progress. The culture rewards impact and visibility over values, leaving individuals uncertain whether doing the right thing is compatible with career advancement. This is exactly the kind of culture that breeds disengagement, talent loss, and long-term organisational harm.

This isn’t theoretical for me. I speak from experience. In previous roles, I endured sustained bullying and harassment, often from individuals who wielded authority with little accountability. The behaviour was varied and insidious, public humiliation in meetings, subtle undermining of decisions, exclusion from important projects, and persistent negative commentary that questioned my competence. Colleagues witnessed these actions but too often remained silent, either out of fear or a misplaced sense of loyalty. The organisational culture, unchallenged, allowed this behaviour to continue.

Over time, the impact was profound. The stress, anxiety, and moral tension began to affect my health, my confidence, and my ability to contribute fully. I was forced to make a difficult decision. Did I remain in an environment where my integrity and dignity were compromised, or step away to protect both my wellbeing and my ethical standards? I chose to leave, not because I lacked capability, skill, or commitment, but because remaining would have severely damaged my health. It would also have required compromising my Christian values and tolerating behaviour that no one should endure.

I chose to leave, not because I lacked capability, skill, or commitment, but because remaining would have severely damaged my health. It would also have required compromising my Christian values and tolerating behaviour that no one should endure.

You see, integrity isn’t optional. Every one of us carries a duty to act on what is right, even when it is uncomfortable, unpopular, or risky. This is especially true for those in positions of leadership. Leaders do not merely manage workflows or assign tasks, they shape culture, set standards, and model behaviour. Their response to bullying or harassment sends a clear signal to the whole team about what is acceptable and what is not. Servant leadership is key. From my Christian perspective, the life of Jesus provides the clearest example of true servant leadership. He led by serving, putting the needs of others first, showing compassion to the marginalized, and challenging injustice wherever He saw it. He washed the feet of His disciples, showed patience with those misunderstood or rejected by society, and confronted authority when it harmed the vulnerable. In the same way, true leaders see authority as a responsibility to serve others, protecting their wellbeing, guiding their growth, and creating environments where people feel safe to contribute without fear. Moral courage is essential. Standing up against toxicity may be uncomfortable, but inaction is far costlier.

You see, integrity isn’t optional. Every one of us carries a duty to act on what is right, even when it is uncomfortable, unpopular, or risky.... Moral courage is essential. Standing up against toxicity may be uncomfortable, but inaction is far costlier.

The uncomfortable truth is that many of us, including leaders, rationalise bullying and harassment. “They’re difficult,” we tell ourselves. “They just don’t fit the culture.” “They can’t handle the pressure.” On the surface, these explanations can seem reasonable, a way to make sense of conflict or underperformance. In reality, they are excuses that protect our comfort at the expense of someone else’s dignity and wellbeing.

Such rationalisations allow harmful behaviour to continue unchecked. When leaders convince themselves that mistreatment is “just part of the job” or that the target “deserves it,” they normalise toxicity. Teams observe these justifications and learn that disrespect and intimidation are tolerated. Fear replaces collaboration, silence replaces initiative, and talent is lost as people disengage or leave roles where they should be able to thrive.

Overcoming these rationalisations requires both awareness and action. Leaders must critically examine their own biases, question assumptions, and remain vigilant for subtle signs of harm. They need to recognise that culture is shaped by what is tolerated, not just what is preached. If someone is being excluded from meetings, undermined in front of colleagues, or subjected to persistent microaggressions, it is not enough to hope it will resolve itself. It is not enough to assume the individual should “toughen up” or “adapt.” Ethical leadership demands intervention.

Addressing workplace bullying requires conscious, consistent action. It means creating systems that protect and empower those at risk, establishing channels to report misconduct safely, and fostering a culture where people feel heard and valued. It also requires challenging behaviours when they appear, refusing to excuse cruelty as personality quirks or pressure-induced stress, and refusing to tolerate patterns that undermine trust and morale. Ethical leadership demands vigilance, empathy, and courage. It requires putting people before processes, morality before convenience, and integrity before short-term gain. The goal is to create a culture where people are safe, heard, and respected, where morality guides action, not convenience or fear.

Ethical leadership demands vigilance, empathy, and courage. It requires putting people before processes, morality before convenience, and integrity before short-term gain.

Ultimately, the workplace is a reflection of broader human values. Just as in life outside work, we are called to act with conscience, fairness, and compassion. When we fail to do so, both the individual and the collective suffer. When we choose to uphold moral responsibility, we protect not only those directly affected, but also our own sense of right, the health of our teams, and the long-term vitality of the organisation.

Leadership matters. Culture matters. Morality matters. Workplaces where people feel safe, valued, and respected are the only environments where true growth and real collaboration can happen.

Unleash the power of your people. Protect their dignity. Lead with integrity.