The Influence of Sexual Predatory Leadership on Employee Morale, Performance, and Organisational Culture: A Jamaican and Comparative Perspective

Abstract

Sexual misconduct by leaders represents a critical ethical and organisational challenge that has pervasive consequences for employee well-being, organisational performance, and societal trust. This study examines the influence of sexual predation by leadership on morale, productivity, job performance, and managerial or societal culture. Using a mixed-methods approach, the research synthesises secondary data from organisational case studies, reports by non-governmental agencies, and academic literature, complemented by survey responses from 300 employees across public and private sector institutions. Findings reveal that sexual predation by leaders leads to decreased morale, increased absenteeism, diminished job performance, and heightened turnover intentions. Organisational culture is often distorted, fostering climates of fear, silence, and complicity, which can perpetuate abuse and inhibit accountability. The study demonstrates that the presence of a sexually predatory leader undermines trust, weakens institutional integrity, and erodes societal norms, with long-term repercussions for governance and workforce development. Recommendations include implementing robust anti-harassment policies, enhancing whistleblower protections, providing psychological support for victims, and instituting continuous ethical leadership training. This research contributes to understanding the systemic consequences of unethical leadership and emphasises the importance of proactive organisational and societal safeguards.