Uncivil workplace behaviour consists of actions that threaten positive, productive relations with other people. You can exhibit this kind of behaviour without meaning to; for instance, you might simply assume that what is acceptable in one social context (say, at your old job or at home) is acceptable across all contexts. Conversely, it can be entirely intentional—such as verbally attacking a co-worker because you cannot be bothered to provide reasonable accommodation.

Executives who can identify the full spectrum of negative workplace behaviour are better positioned to address these issues systematically rather than reactively.

Identifying Uncivil Workplace Behaviour

Let’s consider some of the common daily actions that constitute uncivil workplace behaviour:

  • Failing to acknowledge colleagues’ presence, contributions, or communications.
  • Using abusive, demeaning, or inappropriate language in professional settings.
  • Initiating or perpetuating gossip or rumors, even if the “news” seems accurate or relevant.
  • Discounting or appropriating others’ work and professional contributions.
  • Deliberately withholding information that colleagues need to perform effectively.
  • Bullying, intimidation, or leveraging social dynamics to marginalize individuals and co-workers.
  • Discrimination or bias based on personal characteristics unrelated to professional performance.
  • Insensitivity to colleagues’ personal circumstances or legitimate workplace needs.
  • Disrespectful or unprofessional handling of daily correspondence and communications.

Each of these actions carries consequences that ripple far beyond the immediate interaction. Research by organizational psychologists, including P.M. Forni, highlights that toxic workplace behaviour stems from deep-rooted organizational and social friction.

Understanding these root causes is crucial because it directly shapes the organizational response. Incivility that originates from intense pressure requires different interventions than a cultural norm issue. Effective managers do not treat all negative workplace behaviour the same way; they diagnose its origins and address them structurally.

The 4 Root Causes of Negative Workplace Behaviour

Workplace Behaviour

According to P.M. Forni, poor workplace behaviour can generally be traced back to four primary drivers:

1. Lack of Self-Restraint

Incivility, in any context, can be easily avoided—or at least controlled—if individuals actively practice self-restraint. For instance, you don’t always need to acknowledge a co-worker’s annoying conduct; however, if you are dealing with an attention-seeker, ignoring it may actually be counter-productive.

Even when anger and frustration are warranted, self-restraint spells the difference between assertive and aggressive communication. Emotional Intelligence (EQ) demands that one must express feelings in a way that remains cognizant of constructive goals. If you desire to fix problem behaviours in a co-worker, stooping to their level will not get the job done.

2. Anonymity and Reduced Accountability

Studies and casual observation verify that people have fewer inhibitions when they know they cannot be held accountable for their actions. You are far more likely to rudely address a waiter you will never see again than your office assistant.

Similarly, people are more likely to target a boss or a peer on an online community forum where their identity is hidden. In fact, it is questionable if a “ranter” on social networking sites would ever have the nerve to say those exact vitriolic words straight to someone’s face. In the office, organizational hierarchy can sometimes mimic this anonymity, lowering accountability for those at the top.

3. Chronic Workplace Stress

A considerable amount of negative workplace behaviour can be traced directly to both personal and work-related stress. The modern workplace can easily become a pressure cooker. Today, many employees endure sub-par working conditions for compensation that feels disproportionate to the effort they put in.

With constant economic shifts, there is always an underlying threat of being demoted, fired, or laid off. Having to survive on a daily basis means less time for rest, recreation, and self-care. Consequently, workers often channel their fatigue, frustration, and depression onto the individuals they interact with daily. Furthermore, the psychological ability to respond calmly to a provoking event is severely diminished by chronic stress.

4. Hyper-Individualism in a “Society of Equals”

Forni also suggests a philosophical root to modern uncivil workplace behaviour: the attitude that it has to be “each man for his own” and that authentic self-expression is an absolute “right” and “entitlement.”

For example, some people feel entitled to talk loudly in a restaurant simply because they are paying for the meal. In a professional context, this manifests as the attitude that the office is a “survival of the fittest” arena. This mindset dictates that if you cannot deal with the pressure and fight back tooth and nail, you will be eaten by the system. Many reality TV shows, which revolve around contestants trying to gain the favor of an acerbic boss, unfortunately reinforce this aggressive way of thinking.

Develop Your Leadership EQ

For more practical ways to develop emotional intelligence and foster positive workplace behaviour, get the book Better Managers, Better Workplace by Dr. Jamie Pajoel by CLICKING HERE.