Dealing with Misconduct: Leniency Now, Backlash Later?

Leaders are put in a tough spot when they have to address employee misdeeds.

On one hand, a strict response sends a strong message to others that breaches of the organization’s policies and code of conduct will not be tolerated.

On the other, showing mercy—especially toward an employee committing a minor infraction— could demonstrate to co-workers that the agency’s leadership has empathy and compassion for its people.

However a leader reacts in this type of situation, he or she can be sure that other employees are watching. And a new study finds that taking a forgiving approach to employees who have done wrong can create serious backlash from the rest of the workforce.

A team including researchers from the University of North Carolina, the University of Tulsa, Purdue University and Georgetown University conducted a trio of experiments designed to study the effect of leader leniency on employees who observe misconduct in the workplace.

Overall, the research found that displaying clemency toward employees’ wrongdoing “is often judged as unfair, because it violates moral principles of justice, motivating observers to withhold support to leaders,” according to the research, published in the Journal of Applied Psychology.

In a separate statement, the researchers highlighted some of their other key findings, noting that their experiments revealed that employees “expect leaders to hold co-workers accountable for their misconduct.” In addition, the study authors determined that leader leniency toward employee transgressions is “prevalent in organizations, but this research shows it triggers negative reactions from employees who view it as unfair and irresponsible.”

The study authors also pointed out that an offender’s personal circumstances might affect how their colleagues feel about their punishment, or lack thereof.

“Negative reactions can be mitigated if employees believe there’s a moral justification, specifically if the offender is in personal distress,” they wrote. “The sense of distress evokes compassion that reduces the unfairness of leniency and punitive reactions. Without a moral reason, employees experience contempt, which fuels the unfairness of leniency and their desire to punish the leader.”

Marie Mitchell, professor of organizational behavior at the University of North Carolina and one of the study’s authors, also urged leaders to consider the “social cost” of taking employee misbehavior too lightly, too often.

“Leniency should come with a warning label for leaders,” said Mitchell, in a statement. “Use carefully and when compassion is warranted.”