EDITORIAL WORKPLACE
The impact extends beyond individual wellbeing – organisations that ignore abuse of power face serious consequences, including reduced performance, high staff turnover, legal exposure and reputational damage. perpetrators to remain unchecked, perpetuating cycles of harm. It also creates a dangerous illusion of a healthy culture, preventing leadership from addressing systemic problems before they escalate into crises,” she says.
According to Professor Renata Schoeman, Head of Healthcare Leadership at Stellenbosch Business School, a culture of silence“ is one of the most significant enablers of workplace toxicity”.
It’ s a global problem – a survey of over 2000 UK employees found that 75 % had experienced toxic workplaces, characterised by intimidation, hostility and harassment; and nearly 90 % of those reported negative impacts on their mental health.
Fear of retaliation is the biggest reason that incidents of harassment or bullying go unreported, as employees fear demotion, job loss, being labelled“ difficult,” alienation by peers, or being denied future promotions.
A US study found that 39 % of employees lack confidence that their issues will be addressed fairly or taken seriously, often due to a history of the organisation“ sweeping things under the rug”.
However, the survey also found that almost 60 % of employees who have experienced or witnessed harassment or misconduct at work, don’ t report it.
Prof Schoeman says some victims also felt self-blame and guilt, feeling that they might be partially responsible or should have done more to prevent the problem.
“ Leaving harassment unchecked is not only a moral failure by business leaders: it’ s a business risk. The financial impact of a drain of talent and innovative capacity; lost productivity; high staff turnover with increased recruitment and training costs; as well as legal costs and reputational damage, can quietly destabilise even the most robust organisations.
“ Beyond the economic impact lies a profound, lasting human cost: anxiety, depression, burnout, and damaged self-esteem. These invisible wounds ripple outward, affecting families, teams and communities.
A toxic work environment is characterised by negative behaviours from management and employees, including bullying, manipulation, belittling, and threats.
Further issues hampering reporting are unclear definitions of what constitutes a reportable offence, and a lack of clear, safe reporting processes.
“ Even well-meaning managers may avoid difficult conversations or underestimate the severity of‘ minor’ incidents or microaggressions in the workplace. Without clear policies, trusted reporting channels, and a culture of accountability, silence becomes the norm,” says Prof Schoeman.
A toxic work environment is characterised by negative behaviours from management and employees, including bullying, manipulation, belittling, and threats. In such cultures, employees often feel punished, rejected, humiliated, and fearful of speaking up or raising concerns.
Common signs include a lack of trust, high turnover rates, unhealthy work boundaries, gaslighting, and pervasive low morale and poor employee engagement.
“ Harassment isn’ t just a workplace issue – it’ s a public health concern,” Prof Schoeman says.
The culture of silence was twofold – employees choosing to leave rather than speak out, and employers reluctant to address the problem.
“ Victims of harassment often choose to leave rather than fight a system that feels unresponsive or unsafe. This silence allows
Prof Schoeman says that organisational leadership was“ overwhelmingly identified” as a primary driver of toxic cultures, with 60 % of employees holding senior and middle management responsible,“ often citing a lack of empathy and a disconnect between stated company values and leadership actions”.
“ Leaders are key role models and must put their weight behind culture change by reflecting on how their own behaviour, communication, and decision-making impact the environment.
SA PROFILE www. saprofilemagazine. co. za
83