Manipulative Leadership

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Effective leadership is a powerful force—it fosters a positive, inclusive, and productive environment. Just as there are various forms of good leadership, there are also negative forms, one of which is manipulative leadership. Despite its prevalence in many organizations, manipulative leadership is often a difficult topic to discuss. However, addressing it is crucial to holding accountable those who believe they are untouchable or protected by a falsely positive reputation. If you have ever worked under manipulative leadership, you are not alone.

Leadership can be defined in many ways, but one of its core purposes is to lead with integrity and positive intent. In contrast, manipulative leaders operate with the goal of deceiving, exploiting, and discrediting others to elevate themselves. The motivations behind this behavior vary: a desire for control, the gratification derived from exerting power, or feelings of jealousy. Regardless of the reason, the tactics used are often calculated and damaging. Some manipulative leaders hide behind charm and charisma, making them difficult to identify, while others are overt, wielding their power unapologetically to silence opposition and maintain control.

In some cases, manipulative leaders may even associate themselves with causes or organizations that serve marginalized communities to appear sincere and ethical. This façade becomes more dangerous when such leaders collaborate to target vulnerable individuals—particularly those without support systems or allies in leadership roles. You might be surprised by how many people have endured this kind of treatment throughout their professional lives. How many reputations have been destroyed due to the actions of manipulative leaders? The true number may be unimaginable.

To further cover their tracks, manipulative leaders may orchestrate staged company-wide meetings to present a false image of their commitment to a healthy and inclusive workplace. These events are designed not to drive real change but to serve as evidence of their "good faith efforts" should they ever face legal scrutiny. They may also instruct an employee to undergo training to create the illusion of offering professional development or support. In reality, these gestures are superficial and strategically implemented to protect the organization—not the employee. When employees raise valid concerns or complaints, they are often met with retaliation. The narrative is twisted: if an employee reports harassment, the organization may falsely claim that the employee was the aggressor. If bullying occurs, the bully is protected while the victim is isolated, vilified, and even turned into a target by the broader organization.

There is a common belief that the majority holds the truth. For example, if a large group of people unites to condemn an individual, it becomes easy to assume that the individual is guilty. However, this is not always the case. Sometimes, individuals align with manipulative leaders for personal gain, out of jealousy, or because they believe they are superior to the targeted individual. Many do not realize that a leader—regardless of their qualifications—can be jealous of your past or present accomplishments. In fact, the more qualified you are, the more threatened such a leader may feel. This insecurity can lead them to undermine, discredit, or attempt to ruin your professional reputation. Often, they are threatened simply because you see through them and recognize who they truly are behind the mask.

In organizational settings, manipulative leaders may also foster division among employees. If targeting one individual, they may encourage others to contribute to a hostile work environment. These tactics can include isolating the employee, offering selective praise that implicitly undermines them, withholding or distorting information, using threats or coercion, assigning unreasonable workloads, or even sending misleading communications to justify termination. These behaviors are often coordinated and deliberate.

So, what can be done to confront manipulative leadership? The response depends on various factors. Generally, individuals choose one of two paths: staying and confronting the issue despite the risks, or seeking opportunities elsewhere. Whichever path is chosen, having a strong support system and seeking trusted advice is essential. It is also important to recognize that manipulative leadership can exist in new organizations as well. This reality is one reason why some professionals have gaps in their résumés or change jobs frequently—searching for a workplace where they feel safe, respected, and truly at home.