Cliquishness—or forming factions in the workplace—is a tendency to prioritize personal relationships and loyalties over shared vision and professional standards.
When “the clique” takes precedence over the organization, ideas are judged by who says them, not by their quality. Meetings turn into arenas for settling personal scores, trust erodes, and decisions stall.
This kind of factionalism often arises when some managers place personal considerations above the common interest, or when different management levels undermine each other. In such an environment, hardworking employees are caught between upper power and lower moods.
Over time, a “us or them” mindset takes root. Initiative declines, hesitation replaces boldness, and the organization loses its direction.
Fighting cliquishness starts with openly acknowledging its existence. Wherever this phenomenon appears, the workplace becomes sick and needs treatment—before the illness worsens.
Leaders must rally their teams around a common goal, turning meetings into workshops that produce clear plans, defined roles, and understandable performance indicators. Decisions should be based on results, not relationships, and every team member must know their responsibilities and how they’ll be rewarded or corrected.
After honest dialogue comes practical action: smart delegation that distributes authority according to priorities, active listening to field ideas before making decisions, and empowering people around you. A leader who builds stronger individuals does not lose their position—they expand their impact by training others, opening doors to learning, and giving them space to lead. Dismissing people should always be the last resort.
Finally, good governance protects integrity through transparent procedures, parallel oversight channels, safe reporting mechanisms, and accountability applied equally to everyone. Loyalty should be to values, results, and the common good—not to individuals or alliances. And if reform is impossible in a place that glorifies factionalism and undermines professionalism, then leaving is an ethical act to protect one’s dignity. If I can’t solve the problem, I refuse to live with a victim mentality.
The difference between cliquishness and teamwork is profound: the first divides and weakens, while the second unites and strengthens. When ideas win over personalities and the common good rises above any “clique,” the organization regains its health and leadership finds its true course.
