In any organisation, leadership integrity isn’t just a nice-to-have; it’s foundational. But maintaining that integrity can feel like a fine line to walk, especially when you’re faced with instances of bad behaviour in management. These moments test us, demanding courage, clarity, and a commitment to what’s right—qualities that can often feel in short supply when the stakes are high. Yet, it’s how leaders respond in these situations that can either reinforce a culture of trust or erode it, sometimes irreparably.

When faced with challenging behaviour, it’s important to consider both the immediate impact on the team and the long-term implications for the organisational culture. Here are some thoughts as to how to navigate these situations with integrity, turning moments of misstep into opportunities for growth and accountability.

Acknowledge the Impact of Bad Behaviour on Team Culture

The behaviour of any leader sets a tone—whether positive or negative—that ripples throughout the organisation. A manager’s conduct often influences team morale, productivity, and even retention rates. When leadership behaviour slips below expected standards, it’s a signal to the rest of the team that these values may not matter as much as they should. This can lead to a culture of tolerance for inappropriate behaviour, potentially undermining years of effort in building a positive workplace environment.

Addressing this openly acknowledges the issue and shows that leadership values are not only aspirational but enforceable. Leaders who acknowledge the impact on their team and organisation can begin to restore faith that standards will be upheld, and this paves the way for a more resilient culture.

Act with Transparency and Fairness

Taking immediate, transparent action is crucial when managing behaviour issues. Defining what needs to change and setting measurable expectations demonstrates accountability and consistency. Addressing the behaviour openly (within the bounds of confidentiality) shows that everyone, regardless of their role, is subject to the same standards and is expected to align with the organisation’s values.

When leaders make these processes fair and consistent, they reaffirm that the company’s ethical expectations apply across the board. Transparent action doesn’t mean airing all details, but it does involve informing the relevant teams of steps taken to address the problem. This level of clarity signals that the organisation will address any behaviour that undermines its culture or its people.

Model Accountability and Create Learning Opportunities

One of the most powerful tools in leadership is accountability. As leaders, modelling this accountability—even in difficult situations—provides a roadmap for other managers and team members to follow. When a manager missteps, approach it as an opportunity for growth, where the person can demonstrate responsibility and a willingness to adapt. This might involve coaching, workshops, or mentorship to help leaders develop in areas where they’ve struggled.

Support is critical here. Accountability is not about punishment but about genuine improvement. Making coaching or mentoring resources available shows the team that the goal is not just to penalise but to help leaders grow and contribute positively. Providing these tools reinforces that integrity is not just about individual moments but an ongoing commitment to development.

Define and Reaffirm Organisational Values

Instances of poor behaviour often reveal gaps or grey areas in organisational values and expectations. This can be an opportunity to re-evaluate and clarify the behaviours expected from all team members, especially those in leadership. Lead discussions with your team about what integrity looks like in day-to-day decisions and behaviours, and engage them in refining those values.

Empowering employees to contribute to defining the organisation’s standards fosters ownership and shared commitment to the company’s ethical foundation. It also reinforces that leaders are not exempt from these standards but are, in fact, the torchbearers of organisational values.

Reflect and Lead with Empathy

When leaders address behaviour issues, it’s vital to do so with empathy. Everyone has moments of weakness, and no one is immune to missteps. Taking an empathetic approach can transform how the issue is received and resolved. A willingness to understand underlying factors—stress, burnout, personal struggles—can uncover valuable insights into both individual needs and broader organisational challenges.

Empathy doesn’t mean excusing behaviour, but it can help create an environment where the affected individual is more likely to take ownership and commit to change. An empathetic approach also fosters a culture where people feel safe to own up to mistakes, take feedback constructively, and grow. Addressing mistakes in a constructive way affirms that leadership is about understanding as well as accountability.

Building a Culture of Integrity

Leading with integrity is not about perfection; it’s about setting, upholding, and living by a standard that reflects the values we want to see in our organisations. In moments where management behaviour falls short, leaders have an opportunity to reaffirm those values. By approaching these situations with transparency, fairness, and empathy, you not only address the immediate issue but help set a cultural standard for the entire organisation.

Handling difficult situations with integrity requires a balance of firmness and compassion, clarity and support. In the end, it’s these moments—where values are put to the test—that solidify a team’s confidence in their leadership. And when integrity is at the core of your response, you’re not only addressing the problem; you’re building a foundation of trust that will empower your team to move forward stronger, together.