The manipulation dilemma: leadership pitfalls in a post-pandemic workplace

Through the lens of a global perspective, this article examines the concept of manipulative leadership within human resources development, highlighting the challenges posed by evolving leadership styles and generational differences in the post-pandemic workplace. While leadership is traditionally viewed as a means of influencing collaboration towards shared goals, manipulative practices shift the dynamics, often undermining long-term motivation and organisational performance. Our article emphasises that effective leaders cultivate reciprocal relationships, while less effective leaders utilise manipulative tactics that are primarily self-beneficial in nature, which can have detrimental effects on workplace culture and employee engagement. We also examine the unique challenges that are associated with generational differences that exist in the modern workplace, and raises questions about how organisations can balance short-term pressures with the need to build sustainable, trust-based leadership models, especially in a world still grappling with the aftermath of COVID-19. We conclude with critical strategies for proactive steps that organisations can take in order to mitigate leadership practices that are detrimental.