The Tribune

In contemporary business, leadership styles vary widely, but one of the most under-estimated risks stems from managers who “enable” employees without accountability. While the term ‘enabling’ often carries a positive connotation, suggesting support and empowerment in practice, enabling managers can become the most dangerous individuals in a company.

WHAT does “Enabling” mean in the workplace?

An enabling manager is someone who allows poor performance, toxic behaviour or unethical practices to continue unchecked. Instead of addressing issues directly, they shield employees from consequences, rationalise misconduct or avoid conflict altogether. This creates an illusion of harmony while silently eroding standards and culture.

Why are they dangerous?

Erosion of accountability: When managers fail to hold employees responsible, performance expectations collapse. Mediocrity becomes normalised, and high performers may feel demotivated.
Toxic culture spread: By tolerating negative behaviour, enabling managers allow toxicity to spread. Gossip, favouritism or unethical shortcuts can quickly infect entire teams.
Increase Risk: In businesses with compliance or safety requirements, enabling managers pose serious risks. Ignoring small violations can escalate into regulatory breaches, financial losses or reputational damage.
Leadership credibility loss: Employees quickly recognise when managers avoid tough decisions. This undermines trust in leadership and weakens organisational authority.

The long-term impact

Enabling managers do not just harm their immediate teams; they destabilise the entire company. Over time, unchecked behaviours lead to higher turnover and reduced productivity. Ironically, while they may appear “nice” or “supportive”, their avoidance of accountability makes them more dangerous than openly strict leaders.

How companies can respond

Clear performance standards: Establish measurable expectations and ensure managers enforce them consistently.
Leadership training: Equip managers with conflict resolution and coaching skills to address issues constructively.
Culture of accountability: Reinforce that support does not mean excusing poor behaviour. True empowerment requires responsibility.
Regular audits: Monitor compliance, ethics and performance to catch enabling patterns early.
Managers who enable employees may seem harmless, but their reluctance to confront problems makes them a silent threat. By prioritising short-term comfort over long-term integrity, they compromise accountability, weaken culture and expose companies to serious risks.
Companies must recognise this danger and invest in leadership practices that balance support with responsibility. Until we meet again, live life for memories rather than regrets. Enjoy life and stay on top of your game.

• NB: Columnist welcomes feedback at deeprojects1@gmail.com

About columnist: Deidre M. Bastian is a brand marketing analyst/graphic designer, international award-winning author and certified life coach.