How the quality of leadership makes or breaks a workplace

Recently on LinkedIn, I have been noticing numerous campaigns and discussions about toxic leadership and why people leave workplaces. One phrase in particular struck me: "people don't leave workplaces; they leave toxic people."

I find it to be true. People leave for many reasons—salary concerns, heavy workloads, personal circumstances, or the attraction of a better opportunity. These are all valid and very real factors. But when I reflect on my own experiences and observe others, I realise that more often than not, the deciding factor is not simply money or opportunity—it is the quality of leadership. A toxic leader can make a well-paid job unbearable, while a supportive leader can make even the most challenging circumstances worth staying for. That is why I believe toxic leadership is not just one of the reasons people quit—it is often the most decisive one.

A toxic boss has the power to break even the most passionate professional. Under constant negativity or insecurity, people begin to doubt their own abilities. What once felt like potential slowly turns into fear. Ideas that could have driven innovation remain unspoken, and creativity is silenced before it ever has the chance to grow. Over time, enthusiasm fades, and resignation, whether emotional or literal, becomes the only escape.

But here is the encouraging part: the opposite is equally true. A supportive leader can unlock strengths that a person may not even recognise in themselves. With the right guidance, feedback, and encouragement, an employee's confidence grows, their creativity flourishes, and their performance reaches new heights. In fact, one good leader can transform not only the quality of someone's work but also the entire trajectory of their career.

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Mental health in the workplace needs to become a priority

We often talk about workplace harassment in terms of gender discrimination, bullying, or outright abuse of authority. However, there is another layer that does not receive enough attention: when a supervisor feels threatened by the potential of their subordinate and it starts reflecting in their behaviour.

In my experience, this dynamic can occur across genders. Instead of providing mentorship and support, an insecure leader may respond with harsh criticism, unnecessary pressure, or subtle acts of exclusion. Over time, these behaviours do not just hold people back—they can actively push talented professionals out of their roles. What makes this form of harassment so damaging is its invisibility. It rarely leaves obvious marks, but it erodes confidence, stifles growth, and quietly drives good people away.

The issue is critical for everyone. Both men and women face challenges under insecure or hostile supervision. Men may struggle with the pressure of always having to appear strong, competent, or "in control," which often prevents them from seeking help or speaking out when mistreated. The stigma around vulnerability can leave them feeling isolated, silently enduring toxic environments rather than addressing them.

For women, the issue becomes even more complex. In many societies, women already carry the weight of cultural expectations—balancing family responsibilities, facing stereotypes about their competence, or constantly fighting for recognition in male-dominated spaces. When, on top of this, a woman encounters hostility from her supervisor, especially from another woman in a supervisory role, the impact can be deeply discouraging. Instead of solidarity, she experiences inaccessibility. Instead of mentorship, she encounters competition. This socio-cultural baggage makes workplace harassment even harder for women to navigate, and in many cases, they choose to leave rather than fight endless battles on multiple fronts.

I can relate to both sides of the leadership spectrum. On the one hand, toxic supervision leaves people feeling diminished, undervalued, and constantly second-guessing themselves. Instead of growth, there is only self-doubt. On the other hand, supportive leadership has the power to do the exact opposite—it can recognise strengths, encourage potential, and create an environment where individuals are able to shine.

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The silent exclusion of women in white-collar workplaces

When I was given the chance to lead teams myself, I tried to practise the second kind of leadership. I still remember one incident clearly. While leading a team, a donor was adamant about dismissing one of my team members because of her performance. I could have taken the easier route and let her go. Instead, I sat down with HR, and we agreed to groom her rather than reprimand her. I negotiated with the donor to keep her in the project. I never revealed this to my team member; instead, I tried to guide her discreetly.

Although the said individual never grew particularly fond of me, that is fine. Because leadership is not about being liked or seeking approval. It is about making hard choices, standing up for your people, and doing what is right for them—even when they do not see it, acknowledge it, or agree with it at the time. Leadership is about protecting people when they are vulnerable, giving them a chance to improve, and creating an environment where they feel safe enough to grow.

Every individual has different potential. A true leader recognises that and adapts their support accordingly. Leadership is not about proving superiority—it is about pooling collective strength. When insecurity, jealousy, or an inferiority complex guides leadership, it becomes toxic. Moreover, toxic leadership is one of the hidden reasons why workplaces lose good talent every single day.

If you hold a position of leadership, take a moment to pause and reflect: am I leading from a place of support or insecurity? Am I helping my team members realise their potential, or am I unconsciously holding them back out of fear? Am I creating an environment where people feel safe, valued, and motivated to grow?

Workplace harassment does not always announce itself loudly. Sometimes it hides behind a smile, a title, or even a performance review. Yet, its impact is undeniable—lost confidence, missed opportunities, and talented people quietly walking away.

It is time we called this behaviour what it is and committed to a different path. When leaders choose empathy over insecurity, collaboration over competition, and growth over control, they build stronger teams, as well as a thriving work environment for their employees.

Taslima Tinni is a human rights activist.

Views expressed in this article are the author's own. 

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