The Executive Paradox: Words of Commitment, Practices of Disdain

Does the typical executive sound familiar, filling their mouth with words about how much they care about people and how essential it is to invest in them? And does the same executive ring a bell when they treat people poorly when things go wrong, and they are under pressure? How is that possible?

In the business world, many executives proclaim their commitment to the well-being of their employees. They emphasize the importance of investing in human talent, fostering a healthy work environment, and creating organizational cultures where people feel valued and heard.

However, in times of crisis or when results fall short of expectations, these same executives may adopt opposite attitudes, treating their teams with disregard or even contempt. How does this disconnect between discourse and practice exist?

The Gap Between Discourse and Reality

A key issue behind this phenomenon is the gap between what leaders say and what they actually do. Many executives use idealistic language that sounds good in theory but lacks substance in practice.

This happens for several reasons. First, many leaders have been trained in environments where success is measured primarily in financial and operational terms, often sidelining human capital as a secondary factor.

Moreover, under pressure—whether from declining revenue or fierce competition—some executives believe they must take a strict, controlling approach to maintain order. Instead of fostering collaboration and trust, they pressure their teams, increasing stress and demotivation. Ironically, this often backfires, leading to higher turnover and lower productivity in the long run.

Fear as a Driver of Behavior

Fear is a powerful force in decision-making, and in business, it often leads executives to react defensively.

When leaders perceive threats—whether external, such as competition, or internal, like underperformance—they may feel vulnerable. In response, they adopt behaviors that contradict their stated values, often without realizing it.

This can manifest as micromanagement, poor communication, or ignoring employees’ concerns. In such situations, leaders forget that their teams are their greatest asset. Ironically, in difficult times, people need more support and trust, not less. Instead, some executives resort to command-and-control tactics, disregarding the emotional impact on their teams.

The Role of Organizational Culture

Organizational culture plays a key role in shaping leadership behavior.

• In companies that prioritize employee well-being, trust, and communication, leaders tend to be more empathetic and consistent in their actions.
• In organizations that promote a “results at any cost” mentality, leadership behaviors often become reactive and fear-driven.

To close this gap, companies must focus on developing leadership skills that reinforce their cultural values, even in challenging situations. This means investing in training on emotional intelligence, crisis management, and authentic leadership.

The Importance of Authenticity

Authenticity is one of the most critical traits in leadership.

Executives who act consistently with their values earn trust and credibility. But when a leader claims to care about people but acts dismissively, they lose the respect of their teams, negatively affecting morale.

Authenticity isn’t just about being honest about challenges—it’s also about addressing employees’ concerns openly and constructively. Leaders who show vulnerability, acknowledge their own struggles, and listen to their teams foster an environment of trust and resilience, which is especially valuable in times of crisis.

The disconnect between leadership discourse and practice can have serious consequences for organizations. While many executives recognize the importance of investing in their people, business pressures often lead to behaviors that contradict those principles.

For companies to truly align leadership with culture, they must build environments that balance both performance and well-being. This requires holding leaders accountable and ensuring they have the tools, training, and support to act consistently with company values.

At the end of the day, true leadership is measured not only by results but also by how people are treated along the way. Organizations are a reflection of the relationships built within them, and in times of difficulty, a leader’s true nature is put to the test.

Because investing in people isn’t just a strategy—it’s a commitment. And when done right, business success naturally follows.

Need Help Aligning Leadership with Culture?

If your organization struggles with leadership consistency, we can help. Contact us to learn how we support executives in bridging the gap between values and action.

Author: Sergi Garcia

The Morphing Group®

Managing Partner Europe

Top Teams Strategic Alignment | Cultural Transformation | Talent Management | Leadership Effectiveness | Organizational Agility | TalentFit™

sergi.garcia@morphing.guru

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