Fair Work Leadership

As a Chartered Manager, my leadership approach is shaped by Adams’ Equity Theory, itself rooted in Leon Festinger’s Cognitive Dissonance Theory. This underpins my philosophy that fairness and balance in organisational relationships are the foundation of motivation, productivity, and trust.

In practice, this means I don’t simply enforce rules — I focus on addressing the root causes of behaviour. I believe that when people feel undervalued or treated unfairly, they will naturally seek ways to rebalance, often in ways that disrupt the wider system. By engaging openly, explaining the impact of actions on the team, and setting fair boundaries, I achieve outcomes that are both corrective and sustainable.

This approach has earned me trust from colleagues who ask for my presence during disciplinaries and investigations, knowing I will conduct them with rigour, dignity, and fairness. While some see a “big stick” as the quickest route to compliance, my experience shows that respect-driven accountability produces stronger long-term results: staff remain engaged, productive, and respectful even after receiving a warning, whereas punitive approaches often breed resentment and disengagement.

I am committed to fostering a culture where equity is more than a principle — it is a daily practice that strengthens teams, prevents systemic breakdowns, and drives collective success.