Elitism undermining public institutions

THE EDITOR, Madam:

The recent commentary on workplace toxicity and the need for leadership training has highlighted a much bigger issue within some of government agencies and statutory bodies: the culture of elitism and entitlement that can accompany positions of authority.

There appears to be an unfortunate perception among some board members, directors and executives that their appointments somehow elevate them above the very people responsible for executing their institutions’ mandates.

A public appointment is a responsibility, not a coronation. A board position is not a licence to intimidate, belittle or dismiss employees.

Consider the indignity of an employee being asked, in the most condescending manner, by a board chairman to outline the chairman’s proximity to someone in a high office, as though political connections should automatically command a particular level of reverence or authority. What does someone’s proximity to political power have to do with how others should be treated? Since when did political influence become a substitute for professionalism, humility and mutual respect?

Equally troubling is the treatment of employees who attempt to improve the organisations they serve. What happens when someone spends months identifying operational deficiencies, advocating for improvements and trying to resolve longstanding issues, only to find themselves reprimanded for their efforts because a friend of a board member wanted to skip procedures?

Apparently, initiative is encouraged until it becomes inconvenient for those in authority.

We must also examine the selective application of accountability. Employees are expected to meet deadlines, respond promptly and justify their actions, yet matters requiring management intervention can languish for months without resolution. Accountability cannot be a one-way street.

Leadership requires more than a title, a political appointment or a seat in a boardroom. It requires emotional intelligence, humility, respect and an understanding of the people responsible for making institutional mandates a reality.

Public institutions cannot preach good governance externally while tolerating cultures that undermine dignity and professionalism internally.

Perhaps it is time we stopped measuring leadership by the titles people hold and started examining the institutional cultures they leave behind.

A FORMER EMPLOYEE