In an era defined by complexity, pace, and continual change, the success of any organisation hinges not only on strategy and innovation but on culture. At the heart of a thriving culture lies one simple, often underestimated concept: civility. While technical skills and strategic vision matter, it is the daily behaviours—respect, kindness, listening, inclusion—that determine whether employees feel engaged or eroded. Civility is not just about being “nice”. It’s about establishing a respectful and psychologically safe environment where people can do their best work. In this blog, we’ll explore the concept of civility in the workplace, why it matters, what research tells us, how it manifests in daily behaviour, and what leaders can do to embed it within organisational life.
In this post:
What is civility in the workplace?
Civility refers to behaviour that shows respect toward others, even during disagreement or conflict. It includes active listening, speaking courteously, acknowledging others’ contributions, refraining from gossip or ridicule, and being inclusive in actions and words.
At work, civility is about more than politeness—it’s about creating a culture where every employee feels valued and safe to express themselves. It sets the tone for workplace interactions and underpins collaboration, trust, and psychological safety.
Why civility matters: the evidence
A growing body of research highlights the powerful impact that civility (or its absence) has on organisational outcomes:
Performance and productivity
Christine Porath, one of the leading scholars on workplace civility, has conducted over two decades of research in this area. Her findings are stark: in a study of 800 managers and employees across 17 industries, 66% of participants said their performance declined after being treated uncivilly, and 78% said their commitment to the organisation declined. Furthermore, 25% admitted to taking their frustrations out on customers.
Even witnessing incivility can have ripple effects. Research published in *The Journal of Applied Psychology* found that observers of rude behaviour experienced reduced cognitive performance and collaboration levels, even if they were not directly targeted.
Employee engagement and retention
Incivility erodes psychological safety—a crucial condition for engagement. Employees who experience or observe disrespect are less likely to speak up, contribute ideas, or go the extra mile. Over time, it leads to disengagement and attrition.
Gallup’s State of the Global Workplace report consistently highlights the importance of trust, respect, and fair treatment in driving engagement. Where civility is lacking, employees are more likely to leave—either physically (by resigning) or psychologically (by disengaging).
Mental halth and wellbeing
The toll of persistent incivility can be profound. Studies have linked exposure to workplace incivility with increased levels of stress, anxiety, burnout, and depression. A 2021 UK study by the CIPD found that 15% of employees had experienced bullying in the previous three years, often manifesting as repeated low-level incivility, and many reported lasting psychological harm.
When employees feel safe, respected, and acknowledged, their sense of belonging improves. This, in turn, supports better mental health and higher resilience.
What does civility look like in practice?
Civility is not one grand gesture—it is built on consistent, everyday behaviours. In practice, a civil workplace includes:
Respectful communication
- Listening actively without interrupting.
- Acknowledging others’ viewpoints, even in disagreement.
- Using inclusive language.
- Giving constructive feedback in private, not public.
Recognition and appreciation
- Saying thank you.
- Acknowledging contributions in meetings.
- Celebrating successes—big or small.
Accountability without blame
- Focusing on behaviours and outcomes, not personalities.
- Owning mistakes and encouraging others to do the same.
- Encouraging learning from failure without shaming.
Inclusiveness
- Inviting different perspectives in meetings.
- Avoiding cliques, gossip, or exclusion.
- Supporting quieter or marginalised voices.
Boundary awareness
- Respecting others’ time (e.g. not sending messages outside of work hours without urgency).
- Understanding and honouring personal boundaries and roles.
- Being mindful of tone in digital communication.
The cost of incivility
To appreciate the value of civility, it helps to understand the cost of its absence:
- Lost productivity due to distraction, disengagement, or avoidance.
- Increased conflict leading to time-consuming mediation or HR involvement.
- Higher turnover among talented employees.
- Damage to employer brand, particularly in a world of public employer review platforms like Glassdoor.
- Customer dissatisfaction, particularly in service industries where employee behaviour directly impacts user experience.
A single incident of incivility might seem inconsequential, but the cumulative effect can be toxic. Microaggressions, eye-rolls, interruptions, exclusion—all add up, silently degrading culture and trust.
The role of leaders: modelling and embedding civility
Leadership sets the tone for organisational culture. Employees look to leaders to define what is acceptable, to call out poor behaviour, and to walk the talk.
Modelling civil behaviour
- Leaders must embody the behaviours they expect of others. That includes:
- Admitting mistakes openly and constructively.
- Listening without defensiveness.
- Responding to challenge with curiosity rather than hostility.
- Staying calm under pressure.
Modelling civility is not about avoiding conflict—it’s about handling it with respect.
Calling out incivility
Silence is complicity. When incivility goes unchallenged, it becomes normalised. Leaders must be confident in addressing rudeness or disrespect, whether it’s overt or subtle.
Embedding civility in systems and culture
- To make civility stick, it must be reinforced through systems:
- Values and policies should explicitly refer to respect, inclusion, and professionalism.
- Performance management should include behavioural competencies—not just technical output.
- Feedback systems, such as 360-degree reviews, can be used to reinforce civil conduct.
- Onboarding programmes should socialise new employees into a culture of mutual respect.
Civility and diversity, equity & inclusion (DEI)
Civility is not a substitute for DEI—but it is a vital foundation. A respectful culture is a precondition for inclusion. When people feel safe and heard, they are more likely to share diverse perspectives. Conversely, a lack of civility disproportionately affects underrepresented groups, who may already face subtle biases or exclusion.
- Inclusive civility includes:
- Respecting pronouns and identities.
- Being curious about different perspectives rather than defensive.
- Creating space for all voices, not just the loudest.
Civility, then, becomes a daily act of inclusion.
Practical steps for organisations
Organisations serious about embedding civility can take the following steps:
Assess the current culture
- Use employee engagement surveys to assess respect, inclusion, and psychological safety.
- Include questions that explore behaviours as well as perceptions.
Run civility workshops
- Use case studies and role play to highlight civil and uncivil behaviours.
- Explore unconscious bias and communication styles.
Make it part of leadership development
- Include civility in leadership competencies and training programmes.
- Provide coaching to leaders who struggle with emotional regulation or feedback.
Celebrate and reinforce
- Recognise and reward acts of civility.
- Use internal communications to highlight examples of respectful leadership or teamwork.
Set clear boundaries
- Make it known that incivility—however minor—is unacceptable.
- Ensure grievance processes are transparent and trusted.
Conclusion: civility is a strategic asset
In the words of Christine Porath, “Civility lifts people. It helps people perform at their best.” In contrast, incivility drains energy, reduces trust, and undermines culture.
For organisations, fostering civility is not just a “nice-to-have”—it’s a strategic imperative. A civil workplace enhances engagement, retains talent, builds resilience, and fosters innovation.
The responsibility lies with every employee, but especially with leaders. By modelling respectful behaviour, addressing incivility, and embedding civility in policies and practices, leaders can create workplaces where people feel valued, heard, and empowered.
In a world full of noise and pressure, civility cuts through—creating the conditions where people can not only work, but truly thrive.