Breaking the sycophancy chains in workspaces

Boss worship remains an ingrained fixture in the culture of many Indian offices, educational institutions, and startups. Walk into any workplace and the evidence is visible: employees rushing to stand when the boss enters, nervous laughter at unfully jokes, and the scramble to agree with every decision, however questionable.

This tendency to display excessive reverence quickly creates a workplace environment where loyalty to power overshadows professional merit and genuine innovation. At first glance, though such rituals might seem harmless, they erode trust among colleagues over time, discourage honest debate, and restrict the upward mobility of talented contributors whose voices are suppressed.

Why boss worship is harmful

The consequences of boss worship cut both ways: organisations lose their brightest talent, and individuals suffer personal setbacks. For young professionals, repeated exposure to this culture suggests that value depends more on pleasing superiors than on displaying competence, leading to self-censorship and stagnation in career growth.

Surveys reveal Indian workplace engagement has plummeted to just 19% in 2025, among the lowest in the world, demonstrating the toll that an environment of flattery and suppressed dissent can take on motivation and productivity. Organisations that reward sycophancy over performance inevitably lose engaged employees, who either disengage or seek healthier, merit-driven environments.

The mental impact of boss worship is also insidious. Continually managing workplace impressions, avoiding conflict, and maintaining facades for demanding bosses can lead to anxiety or burnout. In such settings, innovation is stifled; employees learn to play safe, avoid risks, and suppress constructive criticism, reducing the organisation’s chances of adapting to new challenges in a rapidly shifting industry.

Practical actions for employees

Despite these barriers, practical actions can empower employees to push back against workplace sycophancy. The journey begins with establishing clear boundaries and a fundamental understanding that respectful dissent is not disrespect. Learning to communicate disagreements assertively without descending into confrontation signals integrity and confidence, both of which earn long-term respect. Consistently focusing on delivering high-quality results allows the record of accomplishment to speak for itself, even if recognition isn’t always immediate.

For employees, developing assertive communication skills is especially crucial. They can present fact-based alternatives and keep discussions focused on shared organisational goals, rather than simply agreeing out of habit. Seeking out feedback platforms, such as surveys, open meetings, or internal forums, creates safer avenues for honest input and mitigates the risks of punitive backlash. Additionally, building supportive networks among trustworthy colleagues can provide emotional support and a venue for candid discussions, which, in turn, reinforce resilience and make resistance more sustainable over time.

More importantly, regular self-assessment is essential: if an environment continuously undervalues innovation and bases advancement on proximity to power, it may be wise to consider other workplaces that prioritise flexibility, merit, and collaboration. Recent research shows that, for Indian employees, flexibility and rapport with managers are now key factors driving job satisfaction and retention, often ranking above salary or title.

What should leaders do?

Leaders hold a critical responsibility to break the damaging cycle of sycophancy and build the necessary capacities to foster healthier workplace cultures. They must actively discourage empty rituals of reverence that reinforce hierarchy without merit. Shifting promotion criteria to prioritise genuine achievements and innovative thinking sends a powerful signal across teams that excellence and creativity—not flattery—drive success.

Small but impactful symbolic acts, such as banning unnecessary practices like standing up when a boss enters and openly inviting respectful dissent, could create a culture where employees feel safe and motivated to voice their opinions without fear. Transparent evaluation processes combined with an unwavering commitment to open communication establish the trust essential for bold ideas to surface and flourish, regardless of who proposes them.

Across India, encouraging signs of this cultural shift are already visible. In dynamic startups and some forward-looking educational institutions, candid feedback is welcomed, and open forums facilitate honest dialogue. They demonstrate that cultural transformation, although challenging, is indeed possible.

Organisations that embrace meritocracy and meaningful contribution over superficial compliance are gaining a distinct competitive advantage in today’s rapidly evolving business landscape. Such leaders understand that creating psychological safety and embedding inclusive, transparent practices are no longer optional but fundamental to attracting, retaining, and unleashing the full potential of talent.

Dismantling boss worship is a gradual but essential process. Each deliberate act, no matter how small, that prioritises merit and honest communication over ingratiation makes a tangible difference.

In today’s fast-changing world, placing value on respectful dissent and collaborative innovation is not only morally right but also critical for remaining relevant and competitive. For India’s organisations and professionals, the choice to trade deference for actual contribution will lay the groundwork for careers and workplaces marked by dignity, growth, and lasting success.

(The author is an independent writer with 35 years of experience in academic leadership)