Team India’s recent win at the 2025 was not without its looming clouds of controversy. The tournament, which was unfortunately cast against a turbulent political backdrop, saw Indian players lock horns with their Pakistani counterparts both on and off the pitch in a multitude of ways — from skipped handshakes, to questionable gestures to the Men in Blue being compelled to forsake their trophy and medals, the players’ hard-fought performance felt tainted for more reasons than one.
But such turbulence isn’t limited to the playing fields alone.
Boardroom battles
Distrust and stress can taint the culture at a workplace
The corporate sphere too is witness to its fair share of politics, egoistical leaders and hidden agendas, which can demotivate and demoralise employees, says Dr Brajesh Bajpai, a professional mentor and professor of leadership and personal transformation at Pune’s Nayanta University. “The classical model of management operates on the belief that organisations, and the people within organisations, have control over input, effort, and resources, which proportionately affects output. However, managers are increasingly finding that the obstacles they face in delivering results are no longer single-dimensional. This creates a large amount of stress because, despite putting in the right efforts, allocating the right resources and having the right amount of talent, the results are still elusive,” he explains.
Leaders must play a proactive role in stabilising the environment, and to restore employee morale. REPRESENTATION PICS/ISTOCK
Ojas Mehta, a life and career coach says that when these external pressures hold a workplace hostage, they create what is called a ‘toxic environment’. “The culture of the organisation becomes tainted with distrust. The matter of conflicting interests also arises because employees find themselves forced to choose between serving the organisation and creating a favourable image for the powers that be. In addition to impeding employee performance and loyalty, it can also increase the incidence of burnout,” he says.
Rising above
Haris Rauf locks horns with Abhishek Sharma during the recently concluded match of the Asia Cup in Dubai. PIC/AFP
Mehta likens such scenarios to a for effective leadership. “Leaders can play an essential role in stabilising the environment and restoring employees’ trust and morale. The first and most important task is to redirect their attention to the task at hand, away from noise and controversy. Clear and effective communication with the team can help reassure them of the vitality of their contributions. At the same time, leaders should take special care to uphold the core values of their organisation through their words, actions and decision-making,” he says, adding that demonstrating and communicating faith in your team will be well-received and reciprocated in kind.
Ojas Mehta
Dr Bajpai reiterates the criticality of strong communication: “If there is bad news, it needs to travel up the ladder very quickly. While you might not be in a position to do something about it, somebody else with a different vantage point might be able to have a more holistic and effective view on things.” Further, organisations should regularly undertake detailed risk assessment planning exercises, which prepare them to anticipate several variables and react in an agile manner,” he adds.
Focus on preservation
Dr Brajesh Bajpai
If your team or workplace is mired in politics and power tussles, Mehta’s simple advice is to not indulge. “Over time, these games will die down. Be tactful and aware, but don’t perpetuate unhealthy patterns. Stay true to your values and your ethical moral compass and maintain a clean record,” he elaborates. Dr Bajpai offers a more elaborate action plan: find someone who is not in the loop of the situation so that they can objectively assess what you are going through — is it really bad behaviour, corporate culture or a massive misunderstanding? Secondly, assess if this is a one-off scenario or a repetitive pattern.
And, finally, if the scenario is leading to your values being compromised, it may be time to move on. He adds that an objective, friendly voice can also point out when you, as a leader, are going astray: “A culture of sycophancy and yes-men can hamper your own potential and amplify blind spots. All it takes is for someone to point out unhealthy patterns or the early beginnings of what can eventually become boorish behaviour. At the same time, leaders should try to move away from a functional to a more holistic view as modern problems are always multifaceted and require creative problem-solving,” he signs off.