Constructive Resistance: Essential to Optimise Workplace Quality

Abstract

Civility between colleagues is a key requirement of any productive workplace; incivility or uncivil behaviour undermines collegiality, contributes to discord and workplace disharmony, decreases morale and productivity, and increases staff absenteeism and attrition (Anderson et al. 2022; Jackson et al. 2024). Incivility, which includes negative and disrespectful behaviours such as unhelpfulness, sabotaging, dismissiveness, or ignoring personal boundaries, can occur vertically or horizontally, with nursing leaders, managers and colleagues alike identified as demonstrating such behaviours (Waschgler et al. 2013). Multiple papers have been written on the topic of incivility in nursing, including the reasons why it occurs and strategies to manage the associated behaviours.

In this editorial, we explore the constructive resistance sometimes used by nurses when faced with workplace incivility from those in leadership positions. Constructive resistance is posited as a means by which nurses can move forward positively and achieve better outcomes for themselves, the teams in which they work, and ultimately, patients, families and the broader community.

Nurse leaders and managers are expected to address workplace incivility by modelling a high standard of professional interactions, calling out inappropriate behaviours, being consistent and trustworthy, and empowering individuals and teams through discussion, education and transparent and respectful communication. Poor modelling by leaders, however, can undermine an organisational culture and/or create an environment where workplace incivility is normalised and becomes entrenched (Anderson et al. 2022). Likewise, inappropriate behaviours from leaders or managers such as micromanagement, undermining, targeting or punishing employees who express a different opinion, inflicting disproportionate penalties or showing favouritism by rewarding or promoting sycophants, will perpetuate a harmful, unsafe and toxic workplace culture that affects the well-being of all staff and, ultimately, overall team performance.

There is a power differential between leaders and team members, which can challenge those seeking to investigate or address poor working conditions. Team members may fear retribution or punishment in the form of marginalisation or sidelining, public humiliation or even loss of employment for providing feedback or speaking openly about matters such as the lack of transparency of processes or an unsafe workplace. This fear of retribution or punishment can lead to employees experiencing high levels of stress or anxiety, feelings of helplessness, a reduced commitment to the work or organisation and lower productivity. On the other hand, some team members may identify the ethical imperative to respond proactively to the poor modelling of leadership behaviours, despite the associated risks (Essex et al. 2023) and respond with constructive resistance.

There are various ways in which employees can resist incivility from leaders or managers, including strategies such as quiet quitting (Hungerford et al. 2025a) or social loafing (Hungerford et al. 2025b). While some forms of resistance are passive or disruptive, other forms are more dynamic and can serve as a voice for change, encouraging leaders and teams to adapt and improve their practices and policies to meet the challenges of a dynamic work environment. When expressed thoughtfully, resistance can also foster critical thinking and innovation.

The nursing profession has a strong history of resisting inequities and/or poor policy decision-making. This includes challenging the constrictive power dynamic imposed by the medical model of treatment and, in some countries, engaging in industrial action to protest poor conditions and pay. It also includes questioning traditional methods or practices, or suggesting alternative approaches to further develop evidence-based practices and improvements in patient care. Resistance can push individuals to confront difficult truths, engage in problem-solving discussions, and collaboratively find solutions that enhance team cohesion and productivity, ultimately contributing to better outcomes.

Constructive resistance can be defined as the proactive, collegial, and solution-focused behaviours, strategies, approaches, or influences that positively resist the misuse or abuse of power (Essex 2021; Kamran-Disfani et al. 2023). Constructive resistance is proactive and can lead to change for the better by fostering critical thinking and supporting respectful dialogue, advocacy, collaboration, and innovation. Lilja (2021) notes that constructive resistance is repetitive in nature and must include a simplification of complex concepts and the provision of ongoing explanations of the proposed solutions.

A famous and large-scale example of constructive resistance is provided through the work of Ghandi, who resisted the British colonial rule of India in the early 1900s (Bayuo et al. 2024). In addition to peacefully protesting the unreasonable expectations of those in authority, he and his followers collaborated and cooperated to protect those in disempowered positions and develop innovative solutions that achieved structural change over time.

In workplaces, constructive resistance could include requesting further information or seeking clarification from leaders or managers; actively engaging in open and meaningful conversations or dialogue; and perhaps most importantly, offering solutions to the problems encountered. This is exemplified in research undertaken by Kamran-Disfani et al. (2023), who studied the constructive resistance of frontline workers against customer incivility in situations where businesses regarded the customer as ‘always right’, even when those customers are uncivil. The principles of constructive resistance identified in this research are transferable to health settings where nurses may be experiencing incivility from supervisors or patients, and include asking for clarification of the issues raised, engaging in a dialogue to solve the problem, and offering solutions to the problems identified.

Constructive resistance can also be invisible to those in positions of power or authority (Vinthagen and Johansson 2013). This can include situations where employees, as individuals or groups, develop and implement solutions without the knowledge of the uncivil leaders or managers, thereby overcoming the workplace challenges they encounter while avoiding potential managerial hostility.

In nursing workplaces, including clinical, education and research settings, decisions may be made by governments, executives, leaders or managers that are unjust, even potentially harmful to the health and wellbeing of employees and patients. Moreover, leaders or managers may be uncivil in the process of implementing these decisions. In response, nurses may choose to take combative action to voice their concerns (e.g., demonstrations or strike action); and/or they may choose to exercise constructive resistance.

For example, nurses are known for providing care for groups marginalised by governments or society. Such work is described by Mainey et al. (2023), who examined constructive resistance as evidenced by the abortion care provided by nurses and midwives to people victimised by gender-based violence. A quite different strategy of constructive resistance is also discussed by Bayuo et al. (2024), who report the action taken by men in nursing who experience gender-based discrimination. Furthermore, there is a sizable body of literature on bystanders to undesirable workplace activities such as bullying and incivility, highlighting the importance and efficacy of people resisting such behaviour when and wherever they see it.

Other, more local activities that could be taken to constructively resist incivility from leaders or managers include establishing or joining a workplace interest group or committee to lobby for policy change or address systemic issues, such as a workplace toxic culture. Committees can provide a safe space for nurses to recognise and raise awareness of issues that need to change, and work collaboratively with others to identify strategies that could lead to improvements. More informally, individual nurses can join with colleagues to develop solutions that address the problems they face in their everyday work. Leaders or managers, even those with toxic traits, may well be receptive when provided with innovative or practical answers to complex problems, particularly if they are given the opportunity to ‘own’ the solution. Alternatively, and as already suggested, the group could quietly implement these solutions themselves and thereby effect positive change from the bottom up.

Constructive resistance can foster critical thinking and innovation. In the nursing profession, respectfully suggesting alternative approaches can contribute to evidence-based practices and healthcare improvements. Moreover, the use of constructive resistance strategies in a team setting may push individuals to confront difficult truths, engage in crucial conversations and problem-solving discussions, and collaboratively find solutions that enhance psychosocial wellbeing, team cohesion and productivity, ultimately contributing to the success of the organisation. While some forms of resistance can be disruptive, others can serve as a necessary voice for change, encouraging leaders and teams to continuously adapt and improve their strategies to better meet the challenges of a dynamic work environment.

The authors declare no conflicts of interest.