Sexual assault in the executive suite: Recognize professional sex offenders

How to overcome unequal sexual power dynamics when the abuser is the boss.

Sexual harassment occurs on the street and in the boardroom, but there are big differences in how harassment is reported. Unequal workplace dynamics that emphasize power differentials between perpetrators and victims are most likely to lead to a non-reporting atmosphere when the perpetrator is the boss. But there’s more to it than that. Research explains it.

Corporate culture: good people, bad behavior

Tuyen K. Dinh et al. (2002), in an article titled “When ‘good people’ sexually harass,” examined the role of power and moral legitimacy in relation to the intention to sexually harass as well as the perception of such behavior. (i) By examining a responsibility-oriented form of power in relation to the perception and intention of sexual harassment, they offered a method of looking at sexual harassment from a new perspective rather than focusing on negative characterizations of perpetrators.

They recognize that even people who use their power responsibly to protect others are not immune to the temptation to engage in bad behavior, including sexual harassment. They use the examples of #MeToo-era “heroes” who have fallen from grace, including “America’s Dad” Bill Cosby, former U.S. gymnastics team doctor Larry Nassar, and well-known radio host Garrison Keillor.

Dinh et al. examined how “good people” who seemed to embody responsibility-oriented power by using their position to benefit others could be motivated to harass others and then forgiven for doing so. They found that such people “gave themselves permission” to commit sexual harassment, and that people who perceived their behavior morally legitimized it—even across different types of harassers. They found that the “prototypical predatory, egocentric,” self-centered power holder was easier to identify, but the less prototypical power holder who embodies responsibility-oriented power and feels warm and caring feelings for others also had permission to harass.

Regarding the mechanisms of sexual misconduct, Dinh et al. note that leaders and supervisors in organizations are often surrounded by the “traps of power,” such as control over resources, the ability to judge others, and physical symbols of power such as larger offices. At the same time, many of these power holders also feel a duty to mentor, support, and provide guidance to their employees, which activates a conscious responsibility motive. In sum, some power holders see themselves and are perceived by others as people who exude responsibility and morality. But because their power “disinhibits hedonistic goal-seeking,” they may also engage in immoral behavior, such as sexual exploitation.

Monitoring the powerful predator

Sexual assault at the executive level is predictable and preventable. Policies and practices that encourage reporting and hold perpetrators accountable can include:

Be proactive through policies: New managers know the importance of policies. In most work environments, rules and regulations are reviewed and signed by all employees during the onboarding process. This contractual commitment motivates many employees to follow the rules, simplifies discipline, and prevents bad behavior.

Exemplary reporting: The #MeToo movement opened the floodgates for disclosure of sexual assault through the group safety process. Company employees should be familiar with reporting procedures for victims and witnesses, including the expectation that they should speak up if they “see something.”

Corner Office Justice: Employees should be able to trust that company policies provide equal opportunity and ensure that supervisors in corner offices are not encouraged by policy preferences. Justice is blind; so are HR people when considering disciplinary action.

Creating proactive policies that emphasize that allegations are taken seriously and thoroughly investigated, regardless of the status, influence or position of the alleged perpetrator, will help prevent sexual misconduct at the leadership level and create a more productive and positive work environment for everyone.

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