When leaders unleash “workplace terrorists”

By  Dr Philimon Chitagu, PhD

In many workplaces, leaders strive to motivate teams, build culture, and drive results.

Yet in some environments, leadership behaviors, intentional or not, can create a toxic atmosphere akin to unleashing “terrorists” into the workplace.

These “terrorists” may not be armed, but they can wield far-reaching influence: undermining collaboration, eroding trust, and ultimately killing productivity.

The term “workplace terrorists” here refers to individuals whose actions cause fear, anxiety, disruption, or chaos within an organization.

These might be overt bullies, hidden saboteurs, political manipulators, or leaders who unintentionally set destructive norms.

What Does It Mean to “Unleash” Workplace Terrorists?

A leader may give rise to these dynamics in several ways:

Ignoring or Rewarding Toxic Behavior

When leaders tolerate employees who provoke conflict, demean others, or sidestep accountability, or worse, reward them for short-term gains, they signal that harmful conduct is acceptable.

Using Fear as a Motivator

Some leaders believe that pressure, public criticism, or unpredictable consequences motivate performance. But fear rarely drives sustainable performance; it instead drives avoidance and stress.

Power Without Responsibility

Leaders who emphasize hierarchy over humility can empower individuals to exercise authority without accountability, breeding resentment and unhealthy competition.

Encouraging Zero-Sum Politics

Workplaces can become arenas for political games when leaders emphasize personal loyalty, gatekeep information, or pit teams against each other.

Profiles of “Workplace Terrorists”

While every organization has unique personalities, certain destructive profiles commonly emerge:

The Bully: Uses intimidation, shouting, threats, or manipulation to control outcomes.

The Saboteur: Erodes others’ work, delays progress, or spreads rumors to gain advantage.

The Narcissist: Monopolizes attention, discredits others, and demands constant praise.

The Passive Aggressor: Avoids direct conflict but undermines through gossip, missed deadlines, or covert resistance.

When leaders fail to check these behaviors, these individuals become de facto agents of disruption.

The Productivity Toll

Psychological Stress

Employees in toxic environments experience anxiety, sleep disruption, and chronic worry. Stress impairs cognitive functions like memory, focus, and decision-making — all vital for productive work.

Decreased Engagement

People want to contribute to meaningful, respectful work. Toxic climates drive disengagement: presenteeism increases, discretionary effort declines, and creative thinking dries up.

High Turnover

Top-talent employees will often leave hostile environments first. Recruiting and training replacements is costly and disruptive.

Impaired Collaboration

When fear or competition replaces trust, teams stop sharing ideas, hoard knowledge, and avoid cross-functional cooperation.

Reputation Damage

External perception matters. Clients, partners, and future recruits avoid organizations known for toxic culture, shrinking opportunities and growth.

Root Causes: How Leadership Sets the Stage

Leaders Model Behavior

Leaders who cut corners, bully subordinates, or reward results at any cost teach employees to do the same. Culture flows from the top down.

Lack of Accountability

Without clear expectations and consistent consequences, destructive behaviors thrive.

Poor Communication

Ambiguity breeds anxiety. Leaders who fail to communicate standards, values, and goals inadvertently create space for misinterpretation and conflict.

Inconsistent Values

An organization that preaches teamwork but rewards individual competition creates cognitive dissonance — and toxic behavior fills the vacuum.

Turning the Tide: Strategies for Leaders

Establish Clear Behavioral Norms

Define what is acceptable — and what is not. Make civility and respect part of performance metrics.

Promote Psychological Safety

Encourage employees to voice concerns without fear of retaliation. Psychological safety fosters trust, innovation, and resilience.

Model Accountability

Leaders must hold themselves and others responsible for behavior, not just outcomes.

Train Managers

Equip managers to recognize toxic behaviors early and intervene constructively.

Reward Positive Culture

Link rewards and career progression to not only results but also how results are achieved.

Conclusion

When leaders unleash “workplace terrorists,” intentionally or by neglect, the casualties are more than individual dignity — they include morale, creativity, retention, and productivity. The cost isn’t just financial; it’s cultural. Organizations that choose to confront toxicity, uphold accountability, and champion respect not only prevent dysfunction but also unlock sustainable performance and long-term success.

Dr Chitagu Philimon is an Executive and Team Coach (MGSCC-USA), Global Leadership Assessment (GLA-USA), Chartered HR Practitioner (IPMZ), Coach of the Decade (ICMF-Zimbabwe), Leadership Coach and Mentor, Strategy Facilitator, OD and Labour Expert, Global HR Mind (WHRDC), Author of HR and Leadership Books, and Keynote Speaker.