Why do some senior managers resort to yelling and threats at staff?

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Senior Managers Resort to Yelling and Threats Due to Profitability and Performance Metrics

Some senior managers employ yelling and threats towards their staff because such aggressive behaviours are perceived as effective in achieving immediate results and maintaining Key Performance Indicator (KPI) numbers. This approach is fundamentally driven by a capitalist incentive structure, where actions that demonstrably increase profit margins are often implicitly or explicitly rewarded. Consequently, instances where intimidation leads to tangible outcomes, such as boosted profits or successful project completion, reinforce this behaviour among certain office leaders.
Bullying Linked to Financial Gains

The persistence of workplace bullying is often attributed to its direct correlation with financial success. When aggressive tactics, including yelling and threats, contribute to a company's profitability or help managers meet their targets, these methods become ingrained in the organizational culture. This is exemplified by situations where managers might resort to extreme measures, such as demanding access to sensitive information or unfairly influencing outcomes, if it promises to benefit the company financially, as seen in the anecdote of a director attempting to alter a student's marks to avoid fee collection issues.
Performance Metrics as a Driving Factor

The pressure to meet and exceed Key Performance Indicators (KPIs) plays a significant role in motivating some senior managers to adopt intimidating behaviours. The ability of yelling and threats to "get things done" quickly ensures that performance metrics remain favourable, even if the methods used are detrimental to employee morale or well-being. This focus on quantifiable results can overshadow the human cost, leading to a situation where abusive conduct is tolerated or even encouraged if it demonstrably contributes to the bottom line.
Rewards for Intimidation

In environments where results are paramount, intimidation tactics can be inadvertently rewarded. When managers who employ aggressive communication styles consistently deliver on profit targets or project deadlines, their methods are often validated. This creates a cycle where such behaviour becomes a recognized, albeit negative, pathway to success, leading office heads to continue treating subordinates poorly because it has historically yielded positive outcomes for the organization and, by extension, for their own standing.

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Why do some senior managers resort to yelling and threats at staff?

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