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The Boardroom Bully: Unmasking Decision-Making Bias and Groupthink

In the corporate world, boardrooms act as the nerve centre where critical decisions

are made. However, the presence of a "boardroom bully" can hinder the

effectiveness of decision-making processes. This blog examines the detrimental

effects of decision-making bias and groupthink fostered by the boardroom bully,

leading to fear-based thinking and the failure to implement plans.

Decision-Making Bias

The boardroom bully is more common than we realise. This type of executive often exhibits decision-making bias, which refers to the inclination to make judgments or decisions based on personal preferences, rather than sound logic or data. The bully imposes their ideas forcefully upon others, shutting down dissenting voices and viewpoints that challenge their perceived power.

This bias limits the diversity of opinions, stifles innovation, and prevents alternative solutions from being considered. It also influences others to conform to the bully's perspective, creating an environment where critical thinking is discouraged, and decision-making becomes biased and skewed.


Groupthink is another toxic consequence when a boardroom bully is present. It occurs when the desire for consensus and harmony within a group outweighs the exploration of different perspectives and potential risks. Under the bully's influence, board members may feel intimidated to conform and subdue their own beliefs and

independent thinking.

Groupthink leads to a false sense of unanimity and blinds the board to potential flaws in decision-making. Individual doubts are suppressed, collective reasoning becomes flawed, and the risk of poor decisions increases significantly. Groupthink encourages complacency and undermines creativity and innovation that could otherwise lead to business growth and success.

Fear-Based Thinking

The boardroom bully often creates an atmosphere of fear, where individuals feel threatened and incapable of opposing their dominant presence. Fear-based thinking engenders a culture of silence and subservience, crippling open communication and fostering a lack of psychological safety.

Employees become hesitant to voice their concerns, share valuable insights, or

challenge the bully's suggestions, leading to missed opportunities and perpetuating a stagnant work environment. Fear-based thinking prohibits healthy debate and the exchange of ideas, hindering the board's ability to make informed decisions.

Plans Fail to be Implemented

Due to the dominance of the boardroom bully and the various negative consequences discussed above, plans formulated within such environments are also at risk of being inadequately implemented. The lack of diverse perspectives, flawed decision-making processes, and suppressed dissent limit the board's ability to identify potential risks and develop thorough execution strategies.

Additionally, the fear of repercussions often discourages critical analysis and proactive problem-solving, leaving plans vulnerable to failure. The boardroom bully's

authority may discourage accountability, resulting in a lack of follow-through and the inability to adapt to changing circumstances.

Mitigating the Boardroom Bully's Impact

Addressing the negative influence of a boardroom bully requires a concerted effort

from all members of the board, as well as the organization's leadership. Creating a

culture of psychological safety and cultivating an environment that values diverse

perspectives is crucial.

Encouraging open and honest communication, fostering a culture of respect, and

seeking external expertise through independent evaluations can help counteract the boardroom bully's impact. Regular training on decision-making processes and bias awareness can also be instrumental in promoting sound decision-making practices.

Although, the best impact is by appointing an expert to the board who actively

participates by shifting focus on the outputs and is skilled at neutralising power



Recognising and addressing the detrimental effects of the boardroom bully –

decision-making bias, groupthink, fear-based thinking, and implementation failures – is vital for the success of any organisation. By empowering board members to

challenge the status quo, embrace differing opinions, and foster inclusive decision-making processes, organisations can create a boardroom environment that harnesses collective intelligence and drives innovation.


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