As artificial intelligence moves from predictive analytics to autonomous execution, a new class of systems is entering the business mainstream: agentic AI. These intelligent agents, capable of reasoning, planning, acting, learning, and improving with minimal human oversight, are reshaping industries at a breathtaking pace.
With this speed, however, comes a thorny question: can innovation remain ethical when decision-making becomes machine-led?
Agentic AI can become both an accelerator of industrial innovation and a test case for corporate responsibility in an era of autonomous systems.
Agentic AI automates tasks – and thinks ahead. These agents combine machine learning, data analysis, and action through APIs to execute multi-step, non-trivial tasks previously reserved for human hands and minds. In doing so, they offer what businesses have long sought but rarely achieved: speed, scalability, and smarts, all rolled into one.
While early AI tools served as assistants, agentic AI systems behave more like delegated employees – tasked with solving problems, coordinating with other agents, and learning continuously. As a result, they’re already gaining traction in finance, logistics, insurance, healthcare, marketing, and cybersecurity.
The potential of agentic AI to accelerate innovation lies not only in its intelligence but in its autonomy. Organisations are already observing compressed development cycles, faster go-to-market times, and increased organisational agility.
Among the key drivers of this acceleration:
By redesigning workflows and reducing bottlenecks, agentic AI delivers not just efficiency but the conditions under which innovation can flourish.
According to Gartner, just under 1% of enterprise software incorporated agentic AI in 2024. By 2028, that number is forecast to surge to 33%. That’s a three-year leap from novelty to norm.
The financial implications are equally striking. Industry studies suggest agentic AI could automate up to 70% of office tasks by 2030, reduce operational costs such as transport by 30%, and dramatically increase enterprise adaptability in volatile markets.
Early adopters are already reaping the rewards. In logistics, autonomous agents track shipments and reroute them in real time. In finance, AI systems handle routine audits and flag anomalies before humans intervene. In drug discovery, agentic AI is helping collapse research timelines from years to months.
Yet behind this rapid progress lie deeper concerns. As AI’s autonomy increases, so do the risks. Not just to jobs or industries, but to accountability, fairness, and the very fabric of decision-making.
When an autonomous agent makes a mistake, such as a biased lending decision or a flawed medical recommendation, for example, who takes the fall? The developer? The deploying firm? The data provider? The opacity of many AI systems, especially large language models, makes such attribution murky at best. In legal terms, the “black box” is becoming a regulatory blind spot.
AI trained on flawed datasets will replicate, even amplify, social and institutional biases. From insurance to criminal justice, the consequences of AI-driven discrimination can be both widespread and insidious. With agentic AI making decisions without human checks, the potential for embedded bias becomes a critical risk vector.
The promise of autonomous action can lull organisations into sidelining human judgment. In fields like healthcare, transport, and defence, the stakes of ceding too much control are uncomfortably high. The mantra of “humans in the loop” must evolve into meaningful oversight mechanisms – not fig leaves.
Behind the slick interfaces and automated workflows lies another uncomfortable truth: the computing power behind agentic AI is considerable. Energy-hungry data centres and model training pipelines carry an environmental footprint that runs counter to many corporate ESG goals.
One recurring theme in AI discourse is the question of human displacement. Will agentic AI eliminate jobs?
The short answer: some. Roles built around repetitive, low-complexity tasks such as data entry, claims processing, or routine customer service are at highest risk. But the longer view suggests a shift, not a purge. Humans remain indispensable for judgment, context, empathy, and creativity. These are the very qualities agentic AI lacks.
The imperative, therefore, is not resistance, but reskilling. Ethical innovation means investing in human potential as much as technological capability.
Navigating the age of autonomous AI will require more than product roadmaps and IT budgets. It demands new frameworks for responsibility and governance.
That includes:
These are risk mitigations AND competitive advantages. As customers, regulators, and investors grow more attuned to ethical AI, companies that lead with transparency and responsibility will win trust in a volatile digital landscape.
By 2030, agentic AI is expected to underpin core operations in everything from finance and pharmaceuticals to logistics and legal services. It will reduce decision cycles to seconds, reframe how firms design services, and potentially reorder global labour markets.
But the agentic future is not a fait accompli. It is a choice: about how power, responsibility, and innovation are distributed in the corporate world.
For businesses navigating this frontier, the question is not just how fast they can deploy agentic AI, but how wisely. Because in the rush to move faster, the real opportunity lies in moving better.
As innovation accelerates, ethics must keep pace. Otherwise, businesses risk building a future no one will want to live in or work in.
For more news and insights, stay tuned to the Arowana website.
Energi Holdings proposes to acquire 51% of Tembo based on a total enterprise value of US$200 million
Parties now agree to work towards negotiating binding transaction documents with a view to early closing
Board concurrently evaluating special dividends and/or capital return to shareholders
VivoPower today announced that Energi Holdings Limited (Energi) has advised the Company of the completion of the second phase of due diligence in connection with the previously disclosed Tembo proportional acquisition at a total enterprise value of US$200 million.
Energi, headquartered in Abu Dhabi, is a global energy solutions company with US$1 billion in annual revenues and operations spanning the Middle East, Africa, South Asia, Europe, and Southeast Asia (Energi).
Consequently, both parties now agree to work towards negotiating a final transaction structure and binding transaction documents with a view to an early closing. In addition, the parties have agreed that completion of the Tembo merger with Cactus Acquisition Corp. 1 Ltd (CCTSF) with the intention to complete a separate public listing of Tembo is in the best interests of both parties.
In accordance with previous announcements, the VivoPower board will concurrently evaluate the optimal use of investment proceeds, which may include the return of capital or the payment of a special dividend to shareholders.
Disclaimer
There can be no assurance that these discussions will lead to a definitive agreement or that any potential transaction will be consummated. The Company reserves the right to terminate discussions at any time and for any reason, without liability. Consequently, there is no assurance that any return of capital or special dividends will be forthcoming. Furthermore, the record date is subject to change.
To read the full press release, and to keep up with all of VivoPower’s releases, visit the company's Press Releases page.
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VivoPower to leverage BitGo’s best-in-class OTC trading desk and custody platform to build digital asset treasury strategy
BitGo, the leading infrastructure provider of digital asset solutions, and VivoPower, a publicly traded company that recently announced transition to an XRP focused treasury and decentralized finance solutions company, today announced a strategic partnership. VivoPower, having successfully raised US$121 million, will leverage BitGo as an exclusive over-the-counter (OTC) trading desk to acquire XRP for its initial US$100 million acquisition of XRP tokens.
VivoPower will exclusively leverage BitGo for both the trading of its XRP holdings through BitGo’s 24/7/365 OTC trading desk and holding of its assets through BitGo’s best-in-class custody platform. As a result, VivoPower is expected to benefit from BitGo’s liquidity, robust execution capabilities, and secure cold storage infrastructure.
Kevin Chin, Executive Chairman and CEO of VivoPower, said: “VivoPower is committed to driving value for our shareholders by building out a leading digital asset treasury strategy—a mission we plan to accomplish through partnerships with best-in-class digital asset leaders like BitGo. BitGo’s track record, combined with its institutional-grade, secure-by-design custodial and trading infrastructure, makes them the clear choice to execute and safeguard our treasury allocation.”
Mike Belshe, CEO of BitGo, said: “VivoPower’s commitment to digital assets is a testament to the institutional momentum building around our ecosystem. We are proud to provide the comprehensive platform that companies like VivoPower need to enter the digital asset space with confidence—from seamless execution to industry-leading custody.”
The partnership underscores BitGo’s growing position not only as a trusted custodian, but also as a premier trading partner for institutions executing large block trades. BitGo’s OTC desk enables efficient access to deep, global liquidity pools and discreet execution of high-volume trades, all within a secure and compliant environment.
VivoPower has filed a registration statement (including a prospectus) with the U.S. Securities and Exchange Commission (the “SEC”) for a public offering of its ordinary shares. Before you invest in the public offering, you should read the prospectus in that registration statement and other documents VivoPower has filed with the SEC for more complete information about the issuer and the public offering. You may get these documents for free by visiting EDGAR on the SEC Web site at www.sec.gov. Alternatively, VivoPower or Chardan, the placement agent for the public offering, will arrange to send you the prospectus if you request it by emailing [email protected] or [email protected].
To read the full press release, and to keep up with all of VivoPower’s releases, visit the company's Press Releases page.
About BitGo
BitGo is the leading infrastructure provider of digital asset solutions, delivering custody, wallets, staking, trading, financing, and settlement services from regulated cold storage. Since our founding in 2013, we have focused on enabling our clients to securely navigate the digital asset space. With a large global presence through multiple regulated entities, BitGo serves thousands of institutions, including many of the industry’s top brands, exchanges, and platforms, as well as millions of retail investors worldwide. As the operational backbone of the digital economy, BitGo handles a significant portion of Bitcoin network transactions and is the largest independent digital asset custodian, and staking provider, in the world. For more information, visit www.bitgo.com.
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VivoPower International PLC
Revised enterprise value of US$200 million for 51% of Tembo e-LV is an increase versus the US$180 million enterprise value offered for 80% of the non affiliated shares of VivoPower
Energi will support Tembo’s business combination with Cactus Acquisition Corp 1 Limited at an equity valuation of US$838 million
VivoPower today announced it has received a revised non-binding proposal from Energi Holdings Limited (Energi) for a direct strategic acquisition of VivoPower’s subsidiary, Tembo e-LV B.V. (Tembo). This follows the announcement by VivoPower on 28 May 2025 in relation to its strategic capital raising and digital asset treasury strategy.
The revised proposal from Energi outlines an intention to acquire a 51% controlling stake in Tembo. This proposed acquisition is based on a total enterprise valuation for 100% of Tembo of US$200 million, with the equity purchase price for the 51% stake to be derived from this enterprise valuation, adjusted for Tembo’s net debt and other customary adjustments at the time of closing.
Energi has expressed its continued support for Tembo’s planned business combination with Cactus Acquisition Corp. 1 Limited (“CCTS”). Energi has indicated its preparedness to work constructively with VivoPower and Tembo to structure its investment to facilitate the successful completion of the business combination, envisioning rolling its 51% stake into the combined entity. VivoPower would continue to retain a significant shareholding in Tembo should the business combination be successfully consummated.
The Company is committed to optimizing its capital structure and delivering value to its shareholders. In line with this commitment, net proceeds received from strategic transactions, such as the potential partial sale of its interest in Tembo as contemplated by the Energi proposal, would be prioritized for uses including the retirement of debt. The VivoPower board of directors will continuously evaluate the best use of capital, including the potential return of any surplus funds thereafter to shareholders.
The revised proposal from Energi is non-binding and indicative. VivoPower is evaluating the proposal. It is subject to several conditions, including the satisfactory completion of due diligence by Energi, the negotiation and execution of mutually acceptable definitive legal documentation, approval from the VivoPower board of directors and any required VivoPower shareholder approvals.
There can be no assurance that any definitive agreement will be reached with Energi or that the proposed transaction will be consummated on the terms described, or at all. VivoPower does not intend to make any further announcements regarding this proposal unless and until it determines that further disclosure is appropriate or required.
To read the full press release, and to keep up with all of VivoPower’s releases, visit the company's Press Releases page.
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Capital raise led by His Royal Highness, Prince Abdulaziz bin Turki Abdulaziz Al Saud of Saudi Arabia
Adam Traidman, former Ripple board member and CEO of SBI Ripple Asia, has also invested and joined as Chairman of the Board of Advisors
VivoPower believed to be first public company in the world executing on an XRP-focused digital asset treasury and decentralized finance strategy
Funds raised will be used to buy and hold XRP, building out the treasury and DeFi team, as well as for debt reduction and working capital
Energi takeover due diligence continuing with a focus on Tembo
VivoPower is pleased to announce that it has reached agreement with certain investors in relation to a private capital raise priced at US$6.05 per share, above the last market closing price of US$6.04 under Nasdaq rules. In connection therewith, the Company has entered into securities purchase agreements (Subscription Agreement) with the investors for the purchase and sale of an aggregate of 20,000,000 ordinary shares of the Company at a price of US$6.05 per share for aggregate gross proceeds of approximately US$121 million, before deducting placement agent fees and other offering expenses.
The private offering was spearheaded by His Royal Highness, Prince Abdulaziz bin Turki Abdulaziz Al Saud, Chairman of Eleventh Holding Company in Saudi Arabia with participation from a number of other prominent digital asset industry investors, institutions, as well as the investment office of VivoPower Chairman, Kevin Chin.
VivoPower is believed to be the first publicly listed company in the world to launch an XRP-focused digital asset treasury strategy that also encompasses the contribution to building out the XRPL ecosystem for real-world decentralized finance blockchain solutions. XRP is expected to be one of five digital assets that will be accumulated by the US Government as part of President Donald Trump’s recently announced Strategic Bitcoin Reserve and United States Digital Asset Stockpile.
His Royal Highness, Prince Abdulaziz bin Turki Abdulaziz Al Saud, said: “We have been investors in the digital asset sector for a decade and have been long-term holders of XRP. After reviewing a number of listed vehicles seeking to embrace a digital asset treasury model, we selected VivoPower given its strategic focus on XRP and its objective to contribute to building out of the XRPL ecosystem. Furthermore, we are committed to the long-term partnership objective that we share with Kevin Chin and his team. We are honored to be leading this capital raising for a company that will be the first in the world executing on an XRP-focused treasury strategy. Having met with President Trump and his leadership group during their recent visit to Saudi Arabia, we believe the timing is appropriate for digital assets and blockchain technology to be rolled out in the Kingdom and we are delighted to be assisting VivoPower in this regard.”
Executive Chairman of VivoPower, Kevin Chin, said: “We are incredibly privileged to have His Royal Highness, Prince Abdulaziz bin Turki Abdulaziz Al Saud of Saudi Arabia leading this transformational capital raising and are also pleased to welcome other digital asset industry investors joining in this round. As long-term holder of XRP myself, we all share a common vision and objectives with regards to how a publicly listed XRP-focused treasury company can be scaled for the benefit of the XRP community and VivoPower stakeholders alike. Furthermore, I am personally enthusiastic about the multiple real-world use cases that help resolve issues such as international wire payment friction, which we have experienced first-hand given the markets we operate in. We can see a number of potentials XRP blockchain solutions for our Tembo business and Caret Digital businesses. By way of update, we are now accelerating to complete the spin-offs of both Tembo and Caret Digital and will continue to engage with Energi to discuss next steps in relation to their takeover proposal.”
As part of the strategic move, Adam Traidman, former Ripple board member and co-founder of multiple blockchain ventures, is investing in the offering and joined VivoPower’s Board of Advisors as Chairman. Traidman said: “Having been involved with Ripple since its formative years, I’ve seen the strength and adaptability of the XRPL ecosystem. VivoPower’s initiative to become the first publicly listed company with an XRP-centric treasury strategy is a forward-thinking move that reflects growing institutional conviction in real-world blockchain applications. I look forward to contributing to the Company’s efforts in scaling its XRP presence.”
The closing of the offering is subject to the satisfaction of certain closing conditions, including receiving approval from VivoPower’s shareholders at a shareholder meeting, to be called by the Company, and the satisfaction of other customary closing conditions. The shareholder meeting is expected to take place on or around June 18, 2025. In addition, the consummation of the transactions contemplated hereby is conditioned upon the sale and purchase agreements (Subscription Agreements) not having been validly terminated in accordance with its terms, which include but are not limited to material adverse change for the Company including in relation to its securities, delisting or suspension of the Company’s shares and non-performance of obligations by either the Company or the investors.
The Company intends to use the majority of the funds raised to accumulate XRP and establish its XRP-focused treasury operations ,as well as to contribute and invest in the XRPL DeFi ecosystem. Funds raised will also be used to reduce debt and for general corporate purposes. The Company’s evolution into an XRP-focused digital asset treasury company reinforces the Company’s objective of spinning out its current operating subsidiaries, being Tembo (electric vehicle company) and Caret Digital (power-to-x digital asset mining company). Both are targeted to close before the end of Q3, CY2025. In addition, the Company will continue to engage with Energi Holdings Limited (“Energi”) on its takeover proposal, but with a view to redirecting the focus of the takeover towards Tembo.
Chardan acted as the sole placement agent in connection with the offering.
The private offering was made only to persons other than "U.S. persons" in compliance with Regulation S under the Securities Act of 1933, as amended (the “Securities Act”). Any securities described in this press release have not been registered under the Securities Act and may not be offered or sold in the United States or to U.S. persons (as defined in Regulation S under the Securities Act) except in transactions registered under the Securities Act or exempt from, or not subject to, the registration requirements of the Securities Act and applicable U.S. state securities laws.
This press release does not constitute an offer to sell, or a solicitation of an offer to buy, any securities in the United States or any other jurisdiction.
To read the full press release, and to keep up with all of VivoPower’s releases, visit the company's Press Releases page.
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The team also connected with passionate comms experts from across all levels of government to share our experiences and learn from theirs.
Plain English’s very own Head of Client Solutions, Rachel Bastow, led a standout session on strategies for turning technical text into compelling communications. It was standing room only.
Bastow and the team walked away from Public Sector Comms Week inspired, energised, and more committed than ever to helping public sector teams write with purpose, clarity, and impact.
For more news and insights, stay tuned to the Arowana website.
Phase I due diligence successfully completed on schedule; Phase II of due diligence to be completed by 2 June 2025
VivoPower today announced that Energi Holdings Limited (Energi) has advised the Company of the successful completion of the first phase of due diligence in connection with the previously disclosed non-binding proportional takeover at an enterprise value of US$180 million.
Energi, headquartered in Abu Dhabi, is a global energy solutions company with US$1 billion in annual revenues and operations spanning the Middle East, Africa, South Asia, Europe, and Southeast Asia (www.energi.ae).
The first phase of due diligence, which involved commercial, financial, and operational reviews, was completed successfully on schedule.
Consequently, both parties have agreed to an accelerated second phase of due diligence, which will include a more in-depth review of regulatory, legal, and technical matters. This phase is expected to conclude by 2 June 2025, with both parties continuing to work constructively toward the goal of a binding agreement.
To read the full press release, and to keep up with all of VivoPower’s releases, visit the company's Press Releases page.
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Lumify Group has been named ‘Cyber Security Training Business of the Year’ in the 2025 Australian Cyber Awards, highlighting its commitment to boosting the next generation of cyber talent in Australia. Two employees of Lumify Group were also honoured as finalists in the individual categories, with Jeremy Daly recognised in the Cyber Security Rising Star (SME) award, and Louis Cremen recognised in the Cyber Security Champion of the Year (Internal) award.
These achievements reflect the company’s unmatched training offering and expertise in the local market. In 2024, Lumify Group experienced significant growth in students trained across its cyber security portfolio , with clients including Federal Government, State and local Government, Australian Defence Force, the banking and financial sectors, large enterprises, SMEs and individuals.
Lumify Group (formerly DDLS Group) offers the largest and most comprehensive range of cyber security training solutions in the country, designed for cyber professionals of all levels, from beginners to established professionals and even executives. All cyber security courses are delivered via its subsidiary companies Lumify Learn (RTO no. 45994) and Lumify Work (formerly DDLS Training).
Lumify Learn’s offering is more catered towards early-career cyber security professionals with courses ranging from Bootcamps aligned to industry certifications to Certificate III and Diplomas, which provide hands-on training and mentoring in a variety of cyber security aspects such as ethical hacking and network security.
Meanwhile, Lumify Work’s offering is catered towards established cyber security professionals looking to expand on their skillsets, providing official cyber security certification training courses from ISC2, ISACA, CompTIA, EC-Council, OffSec, PECB, Practical DevSecOps and CertNexus, as well as a wide range of vendor security courses from Microsoft, AWS, Cisco and more. Lumify Work even offers a custom workshop aimed at senior leadership, management and executive-level professionals titled “Cyber for Leadership, Executives and Boards”.
Jon Lang, CEO of Lumify Group, says “Whether we are bringing new students into the industry, upskilling businesses to meet their specific needs or assisting the government to strengthen our national security capabilities – we are deeply committed to closing the cyber skills gap. Being officially recognised by the Australian Cyber Awards is a strong reflection of this ongoing commitment.”
Lumify Work Cyber Security Lead, Jeremy Daly, adds “For more than three decades, we’ve upskilled thousands of teams and businesses, partnering with the world's top tech vendors to become Australasia's leaders in ICT training. With our combination of cyber security certification training and accredited learning, we're able to deliver on the full spectrum of IT and cyber security training from an individual’s first entry into the industry through to ongoing skills and development needed for seasoned professionals.”
Lumify Group prides itself on taking an innovative and flexible approach to learning, offering students a choice between face-to-face instructor-led training at one of its six state-of-the-art training campuses, virtual instructor-led training from anywhere, or 100% self-paced training delivered online.
All of Lumify Work’s cyber security training is delivered using a team of highly skilled and certified technical instructors who use their own professional experience to provide highly relevant and up-to-date content, providing an engaging learning experience. Lumify Work also builds custom bespoke training programs for clients with unique needs, offering tailored programs that suit their tech stacks and the roles in their team.
Lumify Group’s commitment to reducing Australia’s cyber skills gap doesn’t stop there. The company has also built a careers portal called Lumify Edge to support students seeking a career in the Australian cyber security sector. The platform pools students, businesses, and recruiters looking for IT talent together, enabling graduates to promote themselves to potential employers and apply for jobs advertised by Lumify Group’s industry partners.
Furthermore, the company has facilitated a job placement program, which provides graduates of Lumify Learn (RTO) with a job placement money-back guarantee if they do not secure full-time work upon completion of their course. The program ensures a seamless transition from education to employment, placing students with an employer to commence a 12-week IT internship within their field of study and giving them valuable real-world experience.
Visit www.lumifywork.com to learn more.
From ribbon cutting to real impact, this hub will be a game-changer in promoting the circular economy, turning plastic waste into valuable materials — bricks, blocks, and beyond.
Together with its partners, Green Antz is building a cleaner, greener future — one community at a time.
For more news and insights, stay tuned to the Arowana website.
Toxic business leadership can quietly rot the core of an organisation, leading to high turnover, low morale, and plummeting performance. While many companies recognise the dangers of toxic leadership, few have a truly sustainable strategy to fix it.
This is where Human Resources (HR) plays a critical, transformative role.
The best and most sustainable way for HR to tackle issues with a toxic leader isn't to simply react when things go wrong—it's to implement a comprehensive, multi-layered approach grounded in transparency, accountability, employee well-being, and long-term cultural transformation.
Let’s explore how HR managers can build and execute a winning strategy to deal with toxic leadership—for the health of both employees and the business itself.
The first step in dealing with toxic leadership is making sure employees feel safe enough to talk about it. Too often, toxic leaders thrive because employees are too afraid to speak up. Fear of retaliation, career sabotage, or simply being ignored can silence those most affected.
HR must proactively create multiple, accessible, and confidential avenues for employees to report concerns.
Some of the most effective ways include:
However, it doesn’t stop there. Regular town halls, focus groups, and feedback sessions give employees a voice and create a culture where open dialogue becomes normalised, not feared.
When employees see that their feedback leads to real action, trust begins to build—and toxic behaviors can be surfaced early, before they cause widespread damage.
Without hard data, leadership issues often remain a matter of opinion rather than fact. To create a strong case for addressing toxic leadership, HR must rely on robust, ongoing monitoring systems. Some best practices include:
If toxic leadership is suspected, HR should also conduct deeper qualitative research, such as:
By combining data with personal testimony, HR can build an undeniable case that highlights the leadership issues at play—and move forward with evidence-based solutions.
Toxic leadership can’t be changed unless leaders are held to clear, enforceable standards. Accountability begins with transparent policies that outline:
It’s not enough to have vague guidelines buried in the employee handbook. Leadership expectations must be visible, regularly discussed, and formally incorporated into performance evaluations.
This means leaders should be assessed not only on what they achieve, but on how they achieve it. Metrics might include:
When leaders know that poor behavior will directly impact their bonuses, promotions—or even their jobs—organisations send a clear message: culture and people matter.
And importantly, if toxic behavior is repeated or severe, zero-tolerance policies must be enforced, even if that means removing high-performing but toxic leaders from their roles. Protecting the organisation’s health is always more important than protecting an individual’s position.
Not every toxic leader is malicious—sometimes, they simply lack the skills to lead effectively. That's why targeted leadership development is critical.
Instead of assuming that toxic leaders are irredeemable, HR can invest in helping them grow through:
This sends a powerful message across the organisation: Everyone, including leadership, is expected to learn, grow, and evolve.
In many cases, leaders who once exhibited toxic behaviors can, with the right support, transform into empathetic, effective managers.
Where change is possible, HR must facilitate it.
Toxic leadership almost always breeds conflict—but conflict itself isn’t always bad. Handled well, conflict can be an opportunity for healing, transparency, and cultural change.
HR must position itself as an impartial mediator between leaders and their teams. This involves:
Psychological safety—the belief that one can speak up without fear of punishment or humiliation—must be the foundation of these efforts.
When conflict resolution becomes part of the company DNA, organisations become stronger, more adaptable, and more united—even after facing leadership challenges.
Addressing toxic leadership isn’t just about fixing the bad—it’s about celebrating and reinforcing the good.
To create a workplace where toxic leadership cannot thrive, HR must actively promote positive leadership behaviors through:
Culture is built through repetition and reinforcement. When organisations consistently lift up the leaders and employees who embody their best values, those values become the new normal.
At the same time, HR must regularly review and revise company policies to ensure they reflect and reinforce the desired culture—not just on paper, but in daily practice.
There’s no "one-and-done" solution for toxic leadership. Cultural transformation is a living, breathing process that requires:
Staying vigilant is key. New challenges, external pressures, or leadership changes can always reintroduce toxicity into the system. By keeping a close watch and committing to ongoing improvement, HR ensures that toxic leadership remains the exception—not the rule.
Ultimately, sustained commitment wins the day. Not perfection, not quick fixes—just relentless, thoughtful action over time.
Toxic leadership is a serious threat—but it is not unbeatable.
HR managers are uniquely positioned to drive change, protect employees, and shape a healthier future for their organisations. By combining open communication, robust monitoring, leadership accountability, targeted development, and an unwavering commitment to positive culture, HR can not only address toxic leaders but prevent them from ever gaining a foothold again.
The reward for this hard work is immense:
When HR leads the way, everybody wins. A workplace free from toxic leadership isn’t just a dream. With the right strategy, it’s a reality well within reach.
For more news and insights, stay tuned to the Arowana website.
