Question: A well-respected and highly valued sales team leader in one division of your organization has been accused of shouting at a female member of administrative support staff and making comments of a derogatory nature. The team leader is male, in his mid-fifties and usually regarded as being very friendly, if a ‘bit of a character'. The female employee has been with this organization for a number of years, though has only worked in this particular office for six months. An inquiry takes place and this establishes that the actual words used by the team leader were somewhat guarded (e.g. ‘you could have been more effective'; ‘if you had been available'). The team leader insists that there was ample justification for such remarks and they were delivered in a way which was quite normal and accepted in that particular office, where both parties worked at that time. The female employee equally insists that the words were delivered in a sarcastic manner leaving no doubt that they were intended as a serious (though unjustified) rebuke.
No previous warnings about her performance or behaviour had been recorded, though in point of fact this team leader had never resorted to the formal disciplinary processes on any other occasion, even when performance issues relating to other staff members were obvious. The female employee also commented that she had never been given a comprehensive job description, that training was minimal and that she had been given no clear work instructions or task for that week. The inquiry supported the female employee in deciding that the actions taken by the team leader were inappropriate. Before any disciplinary action is taken, the team leader accepts an early retirement package and leaves the organisation. Following this several other team members leave and set up a small company doing similar work (though not in direct competition with your organisation) and with the team leader acting as a consultant. The division closes down.