Favouritism in the workplace is a subtle but powerful force that can unravel even the most successful teams and tarnish a leader’s reputation. While developing personal preferences is natural human behaviour, letting these preferences turn into favouritism creates a toxic work environment, undermining morale, productivity, and trust. 

At its core, favouritism violates the principles of fairness and meritocracy. Often, the perception of favouritism can be just as damaging as favouritism itself. Even if a leader doesn’t intentionally show favouritism, employees who believe they are victims of it may still feel demoralised and disengaged. Therefore, understanding the traps of favouritism is essential for any leader who wants to avoid the pitfalls of picking sides and ensure a fair, balanced workplace.

The cost of favouritism 

When favouritism creeps into leadership, it can have profound and far-reaching consequences. It affects not just the individual employees who are directly involved, but the entire team, often creating divisions and weakening morale. Below are a few key examples of how favouritism impacts the workplace:

1. Unjustified or unbalanced promotions and raises

One of the most glaring signs of favouritism is when promotions, raises, or other career opportunities are given to employees not based on their qualifications, but because of personal ties. When high-performing employees see others being unfairly rewarded, they can quickly become disengaged, leading to decreased productivity and a potential talent exodus. No one wants to work in an environment where hard work isn’t acknowledged or valued, especially when rewards seem to be handed out based on personal favour rather than merit.

2. Unfair distribution of tasks

Favouritism often reveals itself in the day-to-day workload. Certain employees may be consistently assigned the most desirable or least demanding tasks, while others are burdened with more challenging or less rewarding duties, regardless of their skillset or position. This unbalanced distribution of work can create feelings of frustration and burnout among those who feel they’re being treated unfairly, leading to a toxic atmosphere where resentment and dissatisfaction thrive.

3. Double standards for performance and behaviour

Another major red flag of favouritism is when leaders hold different employees to inconsistent standards. For example, one employee may be allowed to break rules or underperform without consequence, while others are penalised for minor infractions. These double standards send a clear message to the team: some employees are above the rules, and others will never be good enough. Such inconsistency can destroy trust and foster a lack of accountability, resulting in a breakdown of team cohesion and overall performance.

Is there a legal ramifications of favouritism? 

While favouritism itself isn’t always illegal, it can cross into unlawful territory when it results in discrimination or violates workplace policies. Favouritism becomes a legal issue when it leads to discrimination against employees based on protected characteristics such as gender, race, age, disability, or religion. For example, promoting or favouring employees based on personal relationships rather than qualifications can lead to claims of discrimination, especially if certain groups are systematically overlooked.

Additionally, favouritism that shields employees from accountability for harassment or retaliates against employees for reporting misconduct also crosses into illegal behaviour. In such cases, companies may find themselves facing lawsuits, costly settlements, and a tarnished public image.

The psychological impact 

The psychological toll of favouritism is not to be underestimated. Employees who perceive themselves as victims of favouritism often experience a range of negative emotions, from frustration and anger to feelings of inadequacy. They may become less motivated to perform at their best, or they might disengage altogether. This emotional strain can lead to high levels of stress and anxiety, which in turn affects overall productivity and workplace satisfaction.

Moreover, favouritism can create a culture of division within teams. Those who feel favoured may be resented by their colleagues, leading to fractured relationships and poor collaboration. Over time, this can erode team morale and create a toxic work environment where trust and mutual respect are in short supply.

How to avoid favouritism trap?

While favouritism can be difficult to avoid entirely, there are concrete steps leaders can take to ensure they are fostering a fair and equitable workplace:

1. Be mindful of personal biases

Recognising that favouritism often stems from unconscious biases is the first step toward preventing it. Leaders must regularly evaluate their own behaviours and decisions, asking themselves whether they are giving certain individuals unfair advantages. Training in bias awareness and decision-making can help leaders spot and address any tendencies toward favouritism before they manifest in the workplace.

2. Establish clear and transparent policies

Creating clear criteria for promotions, raises, and task assignments can help ensure that decisions are based on merit, not personal relationships. When employees understand the process and know what is expected of them, it becomes easier to hold leaders accountable and prevent favouritism from creeping in.

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3. Promote open communication

Fostering an open and inclusive environment where employees feel comfortable speaking up about concerns can help prevent favouritism from taking root. When employees are encouraged to voice their feelings without fear of retribution, leaders can gain valuable insights into how their actions are perceived and make adjustments where necessary.

4. Implement peer feedback systems

Encouraging peer feedback and performance evaluations can also help mitigate favouritism. When multiple perspectives are considered in decision-making, it becomes less likely that personal preferences will dictate outcomes. Peer feedback can provide a more balanced view of an employee’s contributions and help ensure that rewards and opportunities are distributed fairly.

In the end, the key to avoiding the favouritism lies in self-awareness, transparency, and a commitment to treating all employees with the fairness and respect they deserve. After all, a leader’s true strength lies not in picking favourites, but in fostering a team where everyone feels valued and empowered to succeed!