How the Best Leaders Respond to Rule Breaking

Misconduct at work is often treated as a simple problem, yet research shows it is anything but. Drawing on more than 250 studies, Michael J. Gill of the University of Oxford finds that employees break rules for a wide range of reasons, including personal gain, pressure from their environment, and a desire to help others. For leaders, the key is to not rush to judgment and to understand why the behavior is happening. Many violations that look harmful on the surface are driven by positive intent or flawed policies, and patterns of misconduct often signal deeper issues with incentives or expectations. Executives who respond to rule breaking with curiosity instead of assumptions are better positioned to address its root causes.

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