The Required Conduct and Flexibility of a Manager and Their Leadership Responsibility in Handling Inappropriate Behaviors During Meetings

The Required Conduct and Flexibility of a Manager and Their Leadership Responsibility in Handling Inappropriate Behaviors During Meetings

d badr alhosani

In administrative and educational work environments situations often arise that require a high level of self control and exceptional wisdom especially when certain employees display inappropriate behaviors or make unprofessional comments during official meetings

A true manager does not merely react to the surface behavior but views the situation as an opportunity to demonstrate leadership skills in crisis management with calmness and composure without being dragged into provocation or escalation

The Behavioral Competency Framework established by the Federal Authority for Government Human Resources emphasizes the need for managers to possess emotional intelligence flexibility effective communication and problem solving skills in a constructive manner which in turn stabilizes the work environment and safeguards the dignity of all individuals within the institution

One of the most practical tests a manager may face in their role is encountering a provocative comment or an inappropriate response from an employee during a formal meeting in front of colleagues

This situation is highly sensitive and must be handled with great caution to prevent it from escalating into a broader crisis that could undermine administrative authority or erode trust in leadership

Therefore the following is a detailed action plan for managers to wisely address such incidents

First maintaining complete composure no matter how provocative or disrespectful the comment may be

Demonstrating calmness reflects the manager’s inner strength and protects their image from being tarnished by emotional reactions in front of others

Second avoiding immediate confrontation or engaging in a public argument even if the manager possesses strong responses or desires to correct inaccuracies

Public engagement could provide the employee more visibility and encourage others to intervene making it harder to regain control over the meeting

Third steering the meeting back to its main objectives by continuing the presentation or discussing the agenda without focusing on the disruptive behavior

This subtly sends a message that professionalism prevails over personal disputes or emotional reactions

Fourth after the meeting the manager should invite the concerned employee for a private session conducted in a calm setting

The manager should first listen attentively without interruption allowing the employee to explain their point of view and the reasons behind their behavior

Only after listening should the manager clearly address the inappropriate behavior highlighting its negative impact on the meeting the colleagues and the reputation of the institution

Fifth during the private discussion the manager must remain aware that some employees may be experiencing genuine issues such as feelings of injustice or workplace pressure

The provocative behavior might be a reflection of underlying problems

Therefore the manager must balance between addressing the inappropriate act and understanding the human factors behind it without justifying the misconduct

Sixth if the comment contained valid points even if delivered in an improper manner the manager should acknowledge those points wisely and after careful study

However it is crucial not to make the employee or their colleagues feel that misconduct is acceptable or that the manner of delivery was appropriate as this could encourage future transgressions

Seventh the manager must understand that publicly responding to an employee even if justified may embarrass the individual in front of their colleagues and hurt their pride

This could lead to stubbornness and further escalation

Thus sensitive corrections and clarifications should always be handled privately to preserve team spirit

Eighth if the incident requires formal procedures the manager should document the event administratively according to established protocols without personal escalation or framing it as a conflict

Rather it should be treated as part of maintaining organizational order and professional conduct

Ninth the following day or in subsequent meetings the manager should subtly reinforce a culture of respectful dialogue proper disagreement etiquette and constructive discussion without addressing anyone specifically

This reinforces professional discipline within the workplace

Tenth and finally managers must always remember that leadership is not only about making correct decisions but also about managing emotions and reactions during challenging moments

A leader who embraces situations with a calm mind and a big heart builds deep and lasting trust within their institution and team

Finally a manager must always be future oriented in their reactions and decisions

Being mindful of future consequences can earn lasting respect and influence

A wise and composed reaction today can open many doors tomorrow even among those who once erred

Time ultimately reveals who demonstrated true wisdom maturity and a noble understanding of their leadership role