Leadership shapes culture. I have experienced both the best and the worst of it.

There is a great deal being said about toxic leadership right now. We see it in politics, in public institutions, and in systems that were originally designed to protect people but sometimes lose sight of them.

But this is not only a government problem. It is a leadership problem that exists at every level.

The same patterns can appear in multinational corporations, universities, healthcare systems, small businesses and individual teams. Wherever authority sits, the culture around it is shaped by the values and behaviour of those leading.

When leadership stops listening, resists challenge, or becomes more focused on targets, reputation or visibility than on people, the impact is felt across an organisation. Trust erodes. Honest conversations disappear. Decisions become detached from the reality people are working and living within.

Leadership without understanding creates distance. Leadership without flexibility creates fear. Over time people stop speaking honestly, not because they do not care, but because they no longer believe their voice will make a difference.

That silence is where organisations begin to lose insight, learning and psychological safety, often long before performance visibly declines.

This matters even more now because the world of work is changing rapidly. As organisations become more shaped by artificial intelligence, automation and efficiency, it might be tempting to believe that performance is increasingly about systems and outputs.

In reality the opposite is true.

The more complex our environments become, the more important human judgement, reflection, emotional intelligence and ethical leadership become. These are not optional extras. They are what allow organisations to make responsible decisions and create cultures people can function within.

This is not theoretical for me.

Across more than two decades navigating healthcare systems, both privately and within the NHS, I have experienced leadership that changed my care simply because someone chose to listen, adapt and see the person in front of them.

I have also experienced the opposite.

Only sixteen months ago I was on a hospital ward with some of the least compassionate leadership I have encountered. The environment felt autocratic, judgemental and rooted in an old school hierarchy. Ego, attitude and a lack of respect for the experience of others shaped the culture, and it bled through to the student nurses learning within that environment.

Communication that builds relationships and reassurance was missing. Kindness was replaced by dismissal.

You could analyse why. Burnout. Pressure. Exhaustion.

But at what point are we simply excusing attitudes and standards of work that fall far below the level of care and compassion patients and staff deserve?

In teaching sessions I have recently led with student nurses, many speak openly about how the cultures they experience on placement shape their view of the profession. Some learn in environments where questioning is encouraged and they are supported to grow. Others learn quickly to stay quiet.

Leadership defines that difference.

If you are in a position of leadership, it is worth pausing to reflect on the culture you are shaping.

Do people feel safe enough to speak honestly?

Are you open to being challenged?

Are people learning, growing and supported, or simply keeping their heads down?

Where authority exists, the potential for misuse will always be present.

That is precisely why compassionate, reflective leadership is not optional.

It is what determines whether power is used to control or to genuinely lead.

Fliss Hoyle is the founder of Lived Experience Inspires and delivers talks and workshops sharing lived experience across education, workplaces and media.

If you would like to include lived experience within your education programme, organisation or event, you can find more information on the website or get in touch.